Compare and Contrast the Speakers Essay

The Road Not Taken and Stopping by Woods on a Snowy Evening are both very good poems. I feel The Road Not Taken is one that reminds me of myself. I will tell you how they differ but at the same time are so much alike. In The Road Not Taken he lets us know that he has to make a decision. In order to make that decision he looks as far as he can to see what road he wants to take. He talks about how the path he took may have been the better on for him. It had been the one less traveled on. In Stopping by Woods on a Snowy Evening he also has a decision to make. He is walking with his horse in the woods. There are no other people around on this snowy night. He stops in the woods to watch them feel up with the snow. Even his horse thinks this is a strange thing that he is doing. It’s cold and dark, plus he knows he has miles to go before he can get any sleep. Now both speakers have a conflict to handle. One has to decide which path he will take while the other has to decide if he will stop in his path. They both are on a path and they both have to get to the end of their path. In The Road Not Taken he makes is decision by taking the path less traveled. Stopping by Woods on a Snowy Evening know he has miles to go in order to sleep so he can’t stop now. As you can see we all have choices to make and paths to travel. There will be things that come in your way that will get you off track, but you have to make sure you get on the path till the end.

Inbound Tourism of South Africa

Inbound Tourism of South Africa There are two main factors in recent history that contributed to the increased number of Inbound Tourists to South Africa. The First would be because of the political history of South Africa. After the Second World war there were serious segregation laws implemented. Separating blacks from whites – they named it Apartheid. Play clip: http://www. youtube. com/watch? v=Rz4F_InsBeo If you were a tourist in South Africa and you weren’t white you would have to make use of the non-whites facilities – which were usually of poor standards.In an attempt to put an end to Apartheid, South Africa was sanctioned by the UN and naturally this put South Africa on the global stage. Shortly After ,the UK and USA boycotted South Africa with: * Economic sanctions * Military sanctions * Cultural boycotts * Sporting boycotts Later 23 countries joined in these boycotts. This meant that none of those countries traveled to South Africa . Musicians, actors, writers or other artists did not publish any of their material of South African nature.South Africa was isolated from the world, in the sense that foreigners did no longer invest or visit South Africa but South Africa was still getting a lot of attention internationally. The protests against the Apartheid movement became more violent and the political unrest even worse. Of course this made tourists skeptical of travelling to South Africa. 1990 marked the end of Apartheid; in 1994 South Africa had their first democratic elections. Nelson Mandela was voted the first black President of South Africa.Since 1994 South African Tourism growth has been exceptional Million people Year Only 16 years after being a democratic and free country , South Africa had the opportunity to host the 2010 Soccer World Cup . This event made the world even more aware of South Africa, everyone was talking about the Soccer World Cup and therefore South Africa as a country received even more publicity. Even wit hout the number of tourists that visited South Africa for the Soccer , the number of tourists still increased. http://www. youtube. com/watch? v=SPEG8Gn6Qxk&feature=relatedSouth Africa can cater for almost every type of tourist: * Business tourism * Cultural Tourism * Eco-tourism * Paleo-tourism * Adventure tourism * Sports tourism Today Tourism is one of the biggest industries in South Africa it even surpassed the Gold exports as the earner of foreign currency. Germany , the UK and North American countries used to make up most of the inbound tourist , but over the past year India and China have increasingly visited South Africa. The department of tourism is investing more into marketing in India and China.There are also a couple of strategies put into place to improve the Tourism market in South Africa as a whole. OUTBOUND TOURISM Since the end of apartheid the majority of the population is no longer oppressed. The people of South Africa no matter what race can get better education and as a result they can also pursue better careers. Since more and more South Africans earned decent salaries they could put more money aside for travelling. Although domestic travel is higher than Outbound Tourism , the number of residents Traveling out of South Africa do increase every year.Another factor contributing to outbound travel is globalization, people are getting more curious about the world and they want to experience different destinations first hand. There are also of course business trips as South African companies grow. Sources http://www. youtube. com/watch? v=WTiml3HNFtY (UNTWO) * http://www. youtube. com/watch? v=SPEG8Gn6Qxk&feature=related * http://www. statssa. gov. za/publications/Report-03-51-02/Report-03-51-022011. pdf * http://www. southafrica. info/travel/tourism-030912. tm#ixzz27Yai8HuF * http://www. southafrica. info/travel/tourism-030912. htm#ixzz27YaTs4rg * http://www. sagoodnews. co. za/tourism/tourist_arrivals_up_3. 3_. html * http://www. info. gov . za/speech/DynamicAction? pageid=461&sid=30329&tid=82144 * http://www. youtube. com/watch? v=Rz4F_InsBeo * http://en. wikipedia. org/wiki/Foreign_relations_of_South_Africa_during_apartheidhttp://www. mongabay. com/reference/country_studies/south-africa/ECONOMY. html * http://www. euromonitor. com/travel-and-tourism-in-south-africa/report

Kodak Case Study

KODAK CASE STUDY SRN 162658 1. Summary 2. Brief Introduction a. Introduction of a Strategic Position b. Introduction of Eastman Kodak Company 3. Analysis of Strategic Position of Kodak a. Analysis of External Environment i. General Environment ii. Industry Environment iii. Competitive Environment of Kodak iv. Introduction of Directional Policy Matrix v. Apply Directional Policy Matrix to Kodak vi. Conclusion b. Internal Resource Audit i. Physical Resources of Kodak ii. Human Resources of Kodak iii. Financial Resources of Kodak iv. Intangibles of Kodak c. Introduction of SWOT Analysis i. Apply SWOT Analysis to Kodak i. Conclusion 4. International marketing and recommendations 5. Appendices 1. Executive summary This essay attempts to analyse the strategic position of Kodak through different models/tools of strategic audit. The first section of this essay describes the context of strategic position and introduces the background of Kodak and its strategic position in present. Three steps analysis are followed in second section to analyse the strategic position of Kodak: Directional Policy Matrix is applied to analyse the competitive environment of Kodak; different types of resources of Kodak are audited and listed in etail; SWOT analysis is applied to identify Kodak’s competences. Through above three steps, we can acquire a clear understanding of Kodak’s strategic position. In the last section of this essay, it summarises the application of different models/tools of strategic management and international marketing, and points out the disadvantages of these models/tools as well as the recommendation of further application of them. 2. Brief Introduction a. Introduction of Strategic Position Organisations vary widely. Some are simple and consist of only one business while others are complex, with the group as a whole containing many businesses. Whatever the size or complexity of organisations, they are all faced with the need to manage their survival and development over the long term. â€Å"Strategy is the direction and scope of an organisation over a long term: which achieves advantages for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholders expectations. † (Johnson, G. & Scholes, K. 1999: 10). Strategy exists at a range of levels in an organisation and includes Corporate Strategy, Business Unit Strategy and Operational Strategy from higher level to lower. With a clear strategy, it is essential to manage an organisation through Strategic Management. Strategic Management combines by three interlinked components: Strategic Analysis, Strategic Choice and Strategic Implementation. In looking at Strategic Analysis, its main aim is to attempt to understand the Strategic Position of the organisation. Strategic Choice and Strategic Implementation are the following steps of Strategic Analysis. Strategic Position of an organisation can be viewed in terms of its external environment, internal resources and competences as well as the expectations and influence of stakeholders. These factors, forming a view of the key influences on the present and future direction and scope of the organisation, assist us to analyse the development and survival of the organisation over a long term. In this essay, accordingly, we will analyse the Strategic Position of an example organisation through four aspects as following: †¢ External Environment †¢ Internal Resources Competences †¢ Expectations of stakeholders b. Introduction of Eastman Kodak Company Eastman Kodak Company (Kodak), based in New York, is a major player in the world’s market for photographic and imaging products and systems. With a strategy of company’s focus on pictures, new products, a strengthening market position, and investments for growth, Kodak has experienced in traditional film and photo im aging business for more than a century. As time goes by, it also suffers the threat from the overwhelming digital trend. With sales of $9. billion in 2008, the company is committed to a digitally oriented growth strategy focused on the following businesses: Health – supplying the healthcare industry with traditional and digital image capture and output products and services; Graphic Communications – offering on-demand color and black and white printing, wide-format inkjet printing, high-speed, high-volume continuous inkjet printing, as well as document scanning, output and storage products and services; Digital & Film Imaging Systems – providing consumers, professionals and cinematographers with digital and traditional products and services; and Display & Components – which designs and manufactures state-of-the-art organic light-emitting diode displays as well as other specialty materials, and delivers imaging sensors to original equipment manufacturers. 3. Analysis of strategic position of Kodak Success in modern world requires constant innovation and change – things most of the organisation are not known very well. This environment changes so rapidly that even the best idea can fade fast. Perhaps this is the reason that environment is so important to an organisation. a. Analysis of External Environment i. General Environment Technological Environment. The influx of technological advancements into the photographic marketplace has presented the industry with a unique set of challenges and possibilities. Technological discoveries and enhancements have hastened the growth of the traditional silver-halide market. In addition, with the onset of digital technology, the industry is faced with chance to expand its business through venturing more into digital imaging which is currently putting forth enticing opportunities. On the downside, considering the electronic nature of the products offered in line with digital imaging (eg. scanners, printers, etc. ), entry of potential competitors, particularly from the electronics group who may have equally competent resources and capabilities, is still at a height. As a result, the structure of the industry may be altered. Socio-Cultural Environment. With society’s increasing awareness over environmental preservation, possible hindrance in the growth of the players in the industry is present. The film marketed by these companies, as an example, are currently packaged in plastic non-biodegradable tube cases. As a response to environmental concerns and grievances, repackaging using nature-friendly materials may be ensued. This also holds true with single-use cameras (SUCs) which is primarily composed of plastic non-biodegradable materials. Here, companies may either reduce its margin or impose higher prices over its products in repackaging its products to be environmental-friendly brought by a possible increase in its production cost. The market’s culture may also impede the entry of global industry players. As an example, with Japan’s resistance to Western influence and its society’s higher preference over locally made products, foreign industry players would most likely have difficulty in penetrating in this geographical segment. In addition, with the fact ascertained that photographic products are usually used in instances of special occasions (eg. weddings, birthdays, holidays, fiestas, etc. ), regularity of celebration of these occasions would deeply affect the demand of the products. Economic Environment. The global scale of the photographic market presents some threats to its core business. Sales in its geographical segments would generally differ according to a country’s economic state. Sluggish economy or economies under recession decrease sales as a result of delayed spending on leisure goods. In addition to the state of the economy, tariff and foreign trade laws may render leisure good spending in lull brought by higher prices as a result of the duties imposed on the goods. Tourism economy, as a whole, has a direct effect on the industry. As the number of tourists decrease, usage of photographic materials would most likely decrease demand. Legal or Political Environment. Legal influences may hamper the growth of some players in the industry. Antitrust laws, for example, may limit expansion of industry players through its provisions. On the brighter side, however, this may protect the position of a company in the market. Foreign laws, in addition, in its move to protect local firms, may thwart the entry of global producers in its market. Furthermore, patent and proprietary rights laws would deter firms to expand, venture, and produce patented products. ii. Industry Environment Threat of New Entrants. With great barriers, the threat of new entrants in the industry is at a low level. This is brought about by the sizeable investment required in procuring manufacturing equipments for a potential entrant. Due to narrow margins, manufacturers need to rely on mass production in order to take advantage of economies of scale. This keeps start-up costs high, making it difficult for new entrants to the market. Furthermore, marketing costs are also high for these entrants for it to be able to topple down existing players or even penetrate the market. This is in view of the current industry players, which if characterized, are established and successfully positioned in the market obtaining brand loyalty. Also, with the length of these companies’ operations in mind, they have been riding down the experience curve; as a result, economies of scale and cost advantage have already been achieved. In addition, prospecting players must introduce into the market differentiated products that are more enhanced than that offered by existing players, which would require it to spend a substantial amount in research and development projects. However, with the emerged digital imaging in view, the risk posed by potential industry entrants may be shifted from a low level to a moderate one. This is in view, as stated in the earlier part, of the electronic nature of some products offered by the digital imaging technology which has the possibility of attracting electronic companies who may possess capabilities and competencies that could equal or even exceed that of the current industry players. Rivalry among Established Competitors. Firms under the photographic industry operate in an oligopolistic environment were few of the member firms share dominance such as Eastman Kodak, Samsung, Sony, Fuji Films and Canon. Competition among these firms is at a fierce level given the fact of its slow-growth particularly in the traditional photography. Here, with demand conditions at a moderate level of progress, firms closely compete to capture and increase market share through price wars. Exit barriers within the industry are at a high level as well contributing to the intense rivalry among industry players. Bargaining Power of Buyers. The influence set forth by the buyers in the industry is at a moderate degree. Though products offered by the firms in the industry have attained brand loyalty, cost advantage and economies of scale and has a lesser threat of substitute products, still, firms are forced by buyers to bargain for lower prices by the quantity of their purchase. In addition, with price wars evident among industry players, buyers take advantage on playing off with these firms to obtain cheaper costs or even present a threat of providing for a lesser shelf space. In b2b area some buyers can manage procurement through agencies that purchase on behalf of groups or organizations to secure competitive pricing through greater purchasing power. Such complex arrangements can sometimes create long lead times from tendering to delivery and that negatively affects company’s financial indicator, for example, cash flow. Bargaining Power of Suppliers. The pressure exerted by the suppliers over the firms in the industry is at a low degree. However, the production process requires diverse inputs, materials and processes, giving sometimes the suppliers increased power. Silver, for example, a major raw material in the industry is widely available. It is evidenced with the fact that in the past years, no direct relationship can be established that price of the commodity has been affected by fluctuations in the availability and price of raw materials. In fact, the photographic industry consumes about one-fourth of the global demand for silver. Furthermore, with the high level of availability of packaging materials, in this case plastic tubes and canisters, and boxes, bargaining power of suppliers is at a lesser scale. Threat of Substitute Products. Mobile phones, as they increase in power and sophistication, present the biggest challenge to the cheaper end of the market for photographic equipment. However, despite this, digital cameras and camcorders are still regarded as the preferred devices for taking quality pictures. iii. Competitive Environment of Kodak The external environment of Kodak is complex. As Kodak is focusing on imaging business, this market is the vital market for it. In digital age, more and more activities are related to digital means, same as more and more business are derived from digital technologies. Digital trend, indeed, is a long-term threat to one of Kodak’s business – silver print. At the beginning ? 2000s experts disagreed over how long it will take for digital imaging to start shrinking the worldwide traditional imaging market, but that day is already has come. Kodak operates in a number of different markets, including photographic equipment, film, electronic consumer goods, computing systems and printing. Consequently, it competes with general and specialised manufacturers and retailers across the range of its products and services. Its main competitors can be found in Appendix 1. iv. Introduction of Directional Policy Matrix ( (can be found in appendix 1) v. Apply Directional Policy Matrix to Kodak With detailed evaluation factors list in Table 1, we will find that Kodak has strong competitive strength in its core business of traditional imaging but this industry is around unattractive and average. On the other hand, digital imaging business is a promising market though Kodak is under intense competitive pressure every step of its way to the digital world. Based on aforementioned factors, we can draw up two pie charts in the matrix representing the Traditional Imaging market and Digital Imaging market as well as Kodak’s market share (Refer to Figure 1). Consequently, we can draw out the professional comments on these markets from the Directional Policy Matrix. For Digital Imaging market, Kodak should â€Å"invest to retain market share as industry grows† or even set it as â€Å"priority products and service†. While for Traditional Imaging market, â€Å"invest selectively to maximize cash generation† perhaps is the best choice to be selected. [pic] Figure 1. Directional Policy Matrix for Kodak (based on the Directional Policy Matrix of Shell) vi. Conclusion As mentioned above, it can be easily understood why Kodak selected Digital Imaging as its key business in present and in future whilst maintain its investment on the traditional Imaging market. It is apparent that Directional Policy Matrix provides a useful method to direct managers’ attention to key forces in the competitive environment, and brings forward questions about appropriate strategies for different business units and the portfolio as a whole. However, it should be kept in mind that the effectiveness of this approach depends on the precise information of a competitive nature between competitors in the market. Moreover, the procurement of the information in depth is not always straightforward. b. Internal Resource Audit Successful strategies depend not only on the analysis and understanding of external environment, but also the internal resources the organisation owns. Analysing the internal resources of the organisation involves both drawing up a list of the main resources and developing of the way the organisation operates. According to G. Johnson & K. Scholes’ classification (1999), internal resources can be grouped as following: †¢ Physical Resources †¢ Human Resources †¢ Financial Resources †¢ Intangibles As a multination company, Kodak owns huge resources to support its worldwide operation. According to above classification, we can identify the resources separately. i. Physical Resource of Kodak Kodak has its physical resources spread all over the world which include factories, laboratories, offices, land, building and equipments etc. ii. Human Resource of Kodak At the end of 2006 Kodak employed 40,900 people (full-time equivalent) of which 20,600 were based in the US. However, this was at the start of a major restructuring programme and employee numbers have been reduced significantly. In 2008, its total headcount had fallen to 24,400. In January 2009, it announced the loss of 4,500 more jobs when it posted a quarterly loss. Within these staff, there have great majority of excellent experts and skilled technicians as well as experienced marketers, salesmen, accountants and the repository of many kinds of professionals. iii. Financial Resources of Kodak The results reported in Kodak’s 2006 Annual Report showed remarkable advances towards achieving its ambitions. In comparison with the previous year, digital earnings increased from $72 million to $343 million, while digital revenue grew by $316 million. Cash generation was an important consideration for Kodak, since it had started 2006 with debts of $3,583 million and had to find over $500 million for restructuring costs. In that year, it managed to reduce its debts by $805 million. However, just as Kodak appeared to have made the transition to world leader in the digital market, the world economy took a nosedive, leaving the organisation fighting for survival. The results in 2008 revealed a fall in sales for the third year in a row and an overall operating loss of $442 million. In anticipation of the recession, Kodak made a number of changes to its structure and operations to help avoid the worst effects. Worse was yet to come. In 2009, sales fell by 24% in the quarter January to March, and a further 29% in the following quarter April to June. Kodak is predicting losses of up to $400 million and has already reduced its cash reserves by 39% to $1. 31 billion. The highest and lowest ordinary share values are tracked and reported on a quarterly basis in the 2008 Annual Report. In 2007, the shares were enjoying highs of around $30 and lows of about $22. Cyclical variation in share value is common, reflecting the timing of reporting results and dividends. However in 2008, share value did not rise above $22 and fell below $6 in the fourth quarter. More recently still, share value has fallen to an all-time low of $3 each. The sale of digital cameras worldwide has fallen by 4-5%, and their average retail price has fallen by 30%. Even so, the company has announced that its cash position is secure and it has plans to survive even if the recession continues. It has high hopes that its new inkjet printers that use silicon technology rather than individual ink cartridges will ease the company into recovery. iv. Intangibles of Kodak Kodak is one of the most famous brands in the world. This brand, come through more than one century’s worth of innovations, known by most of the customers and considered as the representation of picture. Besides this, Kodak also holds thousands of image and chromatology patents as well as its good alliance and co-operators. Introduction of SWOT Analysis SWOT analysis is the examination of an organisation’s strengths and weaknesses in relation to its possible opportunities and threats. The strengths and weakness of the organisation derive from the evaluation of its internal resource while the opportunities and threats depend on the assessment of its external environment. SWOT analysis represents an evaluation of how well the organisation utilises its resources to match the needs of the environment in which the firm operates and competes. According to the summary of R. Lynch (Lynch, R. 1997: 262), there have a ange of possible factors as to SWOT analysis. However, we will ignore the factors related to Opportunities and Threats analysis because they have been discussed in above section. In Figure 3 there have a list of the factors for Strengths and Weaknesses analysis. Apply SWOT analysis to Kodak (can be found in Appendix 2) Conclusion To making the best use of the strengths and negate or counter the weaknesses, it is a reasonable decision for Kodak to maintain its progress in Traditional Imaging business (Part 2 of Kodak Strategic Position) and concentrate on combining Digital Imaging and Traditional Imaging as a whole (Part 3 of Kodak Strategic Position). Moreover, Intangibles and Human Resources operate as unique resources and build up Kodak’s Core Competences: Reputation and Core Strengths & Key Skill in the markets Kodak operates. The application of SWOT analysis to organization as well as competitors can indicate a business its relative position in the market and again direct the firm towards appropriate strategies. However, SWOT itself provides no formal set of rules for strategic success, certain general guidelines may nonetheless be deprives from it. This analysis requires an overall understanding of both the environment and the resource capabilities, which likely will restrain the application of this analysis. 4. International marketing strategy The level of diversity of Kodak’s business helps the company to be global and take advantage of the disparate demands of consumer around the world. The company must encourage further diversification of Kodak’s business in the East. Kodak’s slow movement towards digital, coupled with the still early market demands of consumers in emerging markets have bought Kodak time by allowing it to still pursue its outdated model. It can be a result of this global reach, and ability for Kodak to straddle different technologies across locations that the company will continue to strengthen its balance sheet, reducing its debts, and generating more revenue in investable cash. That can happen largely credited to the emerging markets that may become the greatly needed cash-cows of Kodak’s business. In fact, probably the only reason why Kodak hasn’t completely dropped off the competitive landscape is due to emergent Eastern markets that offer a glimmer of hope of interim cash-flow. The key now is to recognise this reprieve and build a global strategy that can continue to exploit silver-halide technology, whilst getting the rest of the firm in shape to address the changed market in the West. Appendix 1 One way to consider the competitive position of Kodak is by means of the Directional Policy Matrix (Thompdon, L. J. 1993). This matrix is constructed above two axes: the Industry Attractiveness in horizontal axis and the organisation’s competitive position in vertical axis. By evaluating relevant factors of these two dimensions we can place appropriate positions for discussed organisation.    |   |Traditional Imaging |Digital Imaging | |Industry Attractiveness |Market Growth |Low |High | | |Supplier Pressure |Low |Low | | |Customer Pressure |High |High | | |Substi tute Products |Low |High | | |Government Action |Constraint |Support | | |Entry Barriers |Low |High | | |Competitive Pressure |High |High | |Competitive Position |Competition |High |High | | |Relative Market Share |High Low | | |Production Capability |High |Medium | | |Research and Development Record |High |Medium | | |and Strength | | | | |Financial Success |Medium |Low | | | | Appendix 2 Refer to Figure 3, there have available resources of Kodak listed in the top and their positive effects on the factors are indicated as â€Å" * †. Viewing from each row, we can obtain an overall evaluation of the resources’ contribution to a single factor and determine whether this factor is Strength or Weakness to Kodak. Furthermore, when viewing from each column, we can even acquire the contributions of one resource to different factors. In fact, Kodak has more strengths than weaknesses in Traditional Imaging market. †¢ It has strengths in Market Dominance and Financial & Cash Resource, thus there has sufficient cash provided for firm’s further activities. †¢ It also has strength in Reputation and Core Strengths & Key Skill, which suggest Kodak maintain its advantage in Traditional Imaging market. The weakness of differentiated product of Kodak in Traditional Imaging indicates that Kodak should extent its product lines to more areas. A rational way to do so is to combine Traditional Imaging with Digital Imaging to generate more innovation. | | Resources |Physical |Human |Financial |Intangibles | | | | |Factors |Resource |Resource |Resource | | | | |Traditional |Market Dominance |* |* |   |* |   |Strength | |Imaging | | | | | | | | Digital Imaging |Market Dominance | | |   |* |   |Weakness | | |Core Strengths & Key Skill | |* |   |* |   |Strength | | |Financial and Cash Resource |   |   | |   |   |Weakness | | |Reputation |   |   |   |* |   |Strength | | |Differentiated Products | | | | |   |Weakness | | While in Digital Imaging market, Kodak has little Strengths but more weakness. †¢ The strength in Reputation and Core Strengths & Key Skill recommends that Kodak continue making effort in Digital Imaging for further success. †¢ It has weakness in Market Dominance and Financial & Cash Resource, therefore Kodak still need invest more money to support its progress in Digital Imaging. The weakness of differentiated product in Digital Imaging also indicates that Kodak should combine Digital Imaging with Traditional Imaging. Seeing about the contribution of resources to factors in Figure 3, we can find that Intangibles and Human Resources represent substantial proportions in gettin g Kodak’s strengths. These two resources, together with other resource, build up the Threshold and Core Competence of Kodak. Appendix 3 Kodak Divisions The company’s products and services are categorized under the following different segments: Consumer photography: †¢ Digital cameras †¢ Software †¢ Printer and camera docks †¢ Online printing services †¢ Accessories †¢ Inkjet paper †¢ Picture maker †¢ Picture CD Film & processing †¢ Single-use cameras Professional products: Films: †¢ Colour transparency films: E-Family †¢ Colour negative films †¢ Laboratory and duplicating films †¢ Black-and-white films †¢ Advanced amateur film Papers: †¢ Professional papers and materials †¢ Inkjet photo paper †¢ Thermal printer media Chemistry: †¢ Photographic chemicals Digital Products: †¢ Professional digital cameras †¢ Digital photo printers †¢ Lab digitisation products †¢ P rofessional photoCD Medical imaging products: †¢ Digital radiography †¢ Computed radiography †¢ RIS/PACS †¢ Medical printing †¢ Mammography †¢ Oncology †¢ Molecular imaging †¢ Dental products Graphic communication products: Colour management and proofing †¢ Press, plates and printing systems †¢ Data management and storage †¢ Document management Business and government products: †¢ Document scanners †¢ Reference archive †¢ Micrographics †¢ Software †¢ Microfilm & more ———————– [? ] |#%,[email  protected]†¹Ã¢â‚¬â€ COOee? -oeYIoA? A ©?  ©?  ©Ã¢â‚¬ ¢Ã‚ ©Ã¢â‚¬ ¢? A? z? nf^fRGh? $Ah|[3mHsHh? $Ah|[3mHo([pic]sH h? $AmHsH h|[3mHsHhYfOh? $AmHo([pic]sHhYfOh? $ACJmHo([pic]sHhYfOh? $ACJmHsHh? $Ah? $AmHo([pic]sH hlVmHsHh? $Ah? $AmHsHhYfOh? $ACJmHo([pic]sHhYfOh? $ACJmHsHharAharA5? CJmHsHharAharA5? CJ(mHsHharA5? CJ(mHsHFigure 3. SWOT Analysis for Koda k Table 1. Evaluation Factors for Directional Policy Matrix Kodak Case Study KODAK CASE STUDY SRN 162658 1. Summary 2. Brief Introduction a. Introduction of a Strategic Position b. Introduction of Eastman Kodak Company 3. Analysis of Strategic Position of Kodak a. Analysis of External Environment i. General Environment ii. Industry Environment iii. Competitive Environment of Kodak iv. Introduction of Directional Policy Matrix v. Apply Directional Policy Matrix to Kodak vi. Conclusion b. Internal Resource Audit i. Physical Resources of Kodak ii. Human Resources of Kodak iii. Financial Resources of Kodak iv. Intangibles of Kodak c. Introduction of SWOT Analysis i. Apply SWOT Analysis to Kodak i. Conclusion 4. International marketing and recommendations 5. Appendices 1. Executive summary This essay attempts to analyse the strategic position of Kodak through different models/tools of strategic audit. The first section of this essay describes the context of strategic position and introduces the background of Kodak and its strategic position in present. Three steps analysis are followed in second section to analyse the strategic position of Kodak: Directional Policy Matrix is applied to analyse the competitive environment of Kodak; different types of resources of Kodak are audited and listed in etail; SWOT analysis is applied to identify Kodak’s competences. Through above three steps, we can acquire a clear understanding of Kodak’s strategic position. In the last section of this essay, it summarises the application of different models/tools of strategic management and international marketing, and points out the disadvantages of these models/tools as well as the recommendation of further application of them. 2. Brief Introduction a. Introduction of Strategic Position Organisations vary widely. Some are simple and consist of only one business while others are complex, with the group as a whole containing many businesses. Whatever the size or complexity of organisations, they are all faced with the need to manage their survival and development over the long term. â€Å"Strategy is the direction and scope of an organisation over a long term: which achieves advantages for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholders expectations. † (Johnson, G. & Scholes, K. 1999: 10). Strategy exists at a range of levels in an organisation and includes Corporate Strategy, Business Unit Strategy and Operational Strategy from higher level to lower. With a clear strategy, it is essential to manage an organisation through Strategic Management. Strategic Management combines by three interlinked components: Strategic Analysis, Strategic Choice and Strategic Implementation. In looking at Strategic Analysis, its main aim is to attempt to understand the Strategic Position of the organisation. Strategic Choice and Strategic Implementation are the following steps of Strategic Analysis. Strategic Position of an organisation can be viewed in terms of its external environment, internal resources and competences as well as the expectations and influence of stakeholders. These factors, forming a view of the key influences on the present and future direction and scope of the organisation, assist us to analyse the development and survival of the organisation over a long term. In this essay, accordingly, we will analyse the Strategic Position of an example organisation through four aspects as following: †¢ External Environment †¢ Internal Resources Competences †¢ Expectations of stakeholders b. Introduction of Eastman Kodak Company Eastman Kodak Company (Kodak), based in New York, is a major player in the world’s market for photographic and imaging products and systems. With a strategy of company’s focus on pictures, new products, a strengthening market position, and investments for growth, Kodak has experienced in traditional film and photo im aging business for more than a century. As time goes by, it also suffers the threat from the overwhelming digital trend. With sales of $9. billion in 2008, the company is committed to a digitally oriented growth strategy focused on the following businesses: Health – supplying the healthcare industry with traditional and digital image capture and output products and services; Graphic Communications – offering on-demand color and black and white printing, wide-format inkjet printing, high-speed, high-volume continuous inkjet printing, as well as document scanning, output and storage products and services; Digital & Film Imaging Systems – providing consumers, professionals and cinematographers with digital and traditional products and services; and Display & Components – which designs and manufactures state-of-the-art organic light-emitting diode displays as well as other specialty materials, and delivers imaging sensors to original equipment manufacturers. 3. Analysis of strategic position of Kodak Success in modern world requires constant innovation and change – things most of the organisation are not known very well. This environment changes so rapidly that even the best idea can fade fast. Perhaps this is the reason that environment is so important to an organisation. a. Analysis of External Environment i. General Environment Technological Environment. The influx of technological advancements into the photographic marketplace has presented the industry with a unique set of challenges and possibilities. Technological discoveries and enhancements have hastened the growth of the traditional silver-halide market. In addition, with the onset of digital technology, the industry is faced with chance to expand its business through venturing more into digital imaging which is currently putting forth enticing opportunities. On the downside, considering the electronic nature of the products offered in line with digital imaging (eg. scanners, printers, etc. ), entry of potential competitors, particularly from the electronics group who may have equally competent resources and capabilities, is still at a height. As a result, the structure of the industry may be altered. Socio-Cultural Environment. With society’s increasing awareness over environmental preservation, possible hindrance in the growth of the players in the industry is present. The film marketed by these companies, as an example, are currently packaged in plastic non-biodegradable tube cases. As a response to environmental concerns and grievances, repackaging using nature-friendly materials may be ensued. This also holds true with single-use cameras (SUCs) which is primarily composed of plastic non-biodegradable materials. Here, companies may either reduce its margin or impose higher prices over its products in repackaging its products to be environmental-friendly brought by a possible increase in its production cost. The market’s culture may also impede the entry of global industry players. As an example, with Japan’s resistance to Western influence and its society’s higher preference over locally made products, foreign industry players would most likely have difficulty in penetrating in this geographical segment. In addition, with the fact ascertained that photographic products are usually used in instances of special occasions (eg. weddings, birthdays, holidays, fiestas, etc. ), regularity of celebration of these occasions would deeply affect the demand of the products. Economic Environment. The global scale of the photographic market presents some threats to its core business. Sales in its geographical segments would generally differ according to a country’s economic state. Sluggish economy or economies under recession decrease sales as a result of delayed spending on leisure goods. In addition to the state of the economy, tariff and foreign trade laws may render leisure good spending in lull brought by higher prices as a result of the duties imposed on the goods. Tourism economy, as a whole, has a direct effect on the industry. As the number of tourists decrease, usage of photographic materials would most likely decrease demand. Legal or Political Environment. Legal influences may hamper the growth of some players in the industry. Antitrust laws, for example, may limit expansion of industry players through its provisions. On the brighter side, however, this may protect the position of a company in the market. Foreign laws, in addition, in its move to protect local firms, may thwart the entry of global producers in its market. Furthermore, patent and proprietary rights laws would deter firms to expand, venture, and produce patented products. ii. Industry Environment Threat of New Entrants. With great barriers, the threat of new entrants in the industry is at a low level. This is brought about by the sizeable investment required in procuring manufacturing equipments for a potential entrant. Due to narrow margins, manufacturers need to rely on mass production in order to take advantage of economies of scale. This keeps start-up costs high, making it difficult for new entrants to the market. Furthermore, marketing costs are also high for these entrants for it to be able to topple down existing players or even penetrate the market. This is in view of the current industry players, which if characterized, are established and successfully positioned in the market obtaining brand loyalty. Also, with the length of these companies’ operations in mind, they have been riding down the experience curve; as a result, economies of scale and cost advantage have already been achieved. In addition, prospecting players must introduce into the market differentiated products that are more enhanced than that offered by existing players, which would require it to spend a substantial amount in research and development projects. However, with the emerged digital imaging in view, the risk posed by potential industry entrants may be shifted from a low level to a moderate one. This is in view, as stated in the earlier part, of the electronic nature of some products offered by the digital imaging technology which has the possibility of attracting electronic companies who may possess capabilities and competencies that could equal or even exceed that of the current industry players. Rivalry among Established Competitors. Firms under the photographic industry operate in an oligopolistic environment were few of the member firms share dominance such as Eastman Kodak, Samsung, Sony, Fuji Films and Canon. Competition among these firms is at a fierce level given the fact of its slow-growth particularly in the traditional photography. Here, with demand conditions at a moderate level of progress, firms closely compete to capture and increase market share through price wars. Exit barriers within the industry are at a high level as well contributing to the intense rivalry among industry players. Bargaining Power of Buyers. The influence set forth by the buyers in the industry is at a moderate degree. Though products offered by the firms in the industry have attained brand loyalty, cost advantage and economies of scale and has a lesser threat of substitute products, still, firms are forced by buyers to bargain for lower prices by the quantity of their purchase. In addition, with price wars evident among industry players, buyers take advantage on playing off with these firms to obtain cheaper costs or even present a threat of providing for a lesser shelf space. In b2b area some buyers can manage procurement through agencies that purchase on behalf of groups or organizations to secure competitive pricing through greater purchasing power. Such complex arrangements can sometimes create long lead times from tendering to delivery and that negatively affects company’s financial indicator, for example, cash flow. Bargaining Power of Suppliers. The pressure exerted by the suppliers over the firms in the industry is at a low degree. However, the production process requires diverse inputs, materials and processes, giving sometimes the suppliers increased power. Silver, for example, a major raw material in the industry is widely available. It is evidenced with the fact that in the past years, no direct relationship can be established that price of the commodity has been affected by fluctuations in the availability and price of raw materials. In fact, the photographic industry consumes about one-fourth of the global demand for silver. Furthermore, with the high level of availability of packaging materials, in this case plastic tubes and canisters, and boxes, bargaining power of suppliers is at a lesser scale. Threat of Substitute Products. Mobile phones, as they increase in power and sophistication, present the biggest challenge to the cheaper end of the market for photographic equipment. However, despite this, digital cameras and camcorders are still regarded as the preferred devices for taking quality pictures. iii. Competitive Environment of Kodak The external environment of Kodak is complex. As Kodak is focusing on imaging business, this market is the vital market for it. In digital age, more and more activities are related to digital means, same as more and more business are derived from digital technologies. Digital trend, indeed, is a long-term threat to one of Kodak’s business – silver print. At the beginning ? 2000s experts disagreed over how long it will take for digital imaging to start shrinking the worldwide traditional imaging market, but that day is already has come. Kodak operates in a number of different markets, including photographic equipment, film, electronic consumer goods, computing systems and printing. Consequently, it competes with general and specialised manufacturers and retailers across the range of its products and services. Its main competitors can be found in Appendix 1. iv. Introduction of Directional Policy Matrix ( (can be found in appendix 1) v. Apply Directional Policy Matrix to Kodak With detailed evaluation factors list in Table 1, we will find that Kodak has strong competitive strength in its core business of traditional imaging but this industry is around unattractive and average. On the other hand, digital imaging business is a promising market though Kodak is under intense competitive pressure every step of its way to the digital world. Based on aforementioned factors, we can draw up two pie charts in the matrix representing the Traditional Imaging market and Digital Imaging market as well as Kodak’s market share (Refer to Figure 1). Consequently, we can draw out the professional comments on these markets from the Directional Policy Matrix. For Digital Imaging market, Kodak should â€Å"invest to retain market share as industry grows† or even set it as â€Å"priority products and service†. While for Traditional Imaging market, â€Å"invest selectively to maximize cash generation† perhaps is the best choice to be selected. [pic] Figure 1. Directional Policy Matrix for Kodak (based on the Directional Policy Matrix of Shell) vi. Conclusion As mentioned above, it can be easily understood why Kodak selected Digital Imaging as its key business in present and in future whilst maintain its investment on the traditional Imaging market. It is apparent that Directional Policy Matrix provides a useful method to direct managers’ attention to key forces in the competitive environment, and brings forward questions about appropriate strategies for different business units and the portfolio as a whole. However, it should be kept in mind that the effectiveness of this approach depends on the precise information of a competitive nature between competitors in the market. Moreover, the procurement of the information in depth is not always straightforward. b. Internal Resource Audit Successful strategies depend not only on the analysis and understanding of external environment, but also the internal resources the organisation owns. Analysing the internal resources of the organisation involves both drawing up a list of the main resources and developing of the way the organisation operates. According to G. Johnson & K. Scholes’ classification (1999), internal resources can be grouped as following: †¢ Physical Resources †¢ Human Resources †¢ Financial Resources †¢ Intangibles As a multination company, Kodak owns huge resources to support its worldwide operation. According to above classification, we can identify the resources separately. i. Physical Resource of Kodak Kodak has its physical resources spread all over the world which include factories, laboratories, offices, land, building and equipments etc. ii. Human Resource of Kodak At the end of 2006 Kodak employed 40,900 people (full-time equivalent) of which 20,600 were based in the US. However, this was at the start of a major restructuring programme and employee numbers have been reduced significantly. In 2008, its total headcount had fallen to 24,400. In January 2009, it announced the loss of 4,500 more jobs when it posted a quarterly loss. Within these staff, there have great majority of excellent experts and skilled technicians as well as experienced marketers, salesmen, accountants and the repository of many kinds of professionals. iii. Financial Resources of Kodak The results reported in Kodak’s 2006 Annual Report showed remarkable advances towards achieving its ambitions. In comparison with the previous year, digital earnings increased from $72 million to $343 million, while digital revenue grew by $316 million. Cash generation was an important consideration for Kodak, since it had started 2006 with debts of $3,583 million and had to find over $500 million for restructuring costs. In that year, it managed to reduce its debts by $805 million. However, just as Kodak appeared to have made the transition to world leader in the digital market, the world economy took a nosedive, leaving the organisation fighting for survival. The results in 2008 revealed a fall in sales for the third year in a row and an overall operating loss of $442 million. In anticipation of the recession, Kodak made a number of changes to its structure and operations to help avoid the worst effects. Worse was yet to come. In 2009, sales fell by 24% in the quarter January to March, and a further 29% in the following quarter April to June. Kodak is predicting losses of up to $400 million and has already reduced its cash reserves by 39% to $1. 31 billion. The highest and lowest ordinary share values are tracked and reported on a quarterly basis in the 2008 Annual Report. In 2007, the shares were enjoying highs of around $30 and lows of about $22. Cyclical variation in share value is common, reflecting the timing of reporting results and dividends. However in 2008, share value did not rise above $22 and fell below $6 in the fourth quarter. More recently still, share value has fallen to an all-time low of $3 each. The sale of digital cameras worldwide has fallen by 4-5%, and their average retail price has fallen by 30%. Even so, the company has announced that its cash position is secure and it has plans to survive even if the recession continues. It has high hopes that its new inkjet printers that use silicon technology rather than individual ink cartridges will ease the company into recovery. iv. Intangibles of Kodak Kodak is one of the most famous brands in the world. This brand, come through more than one century’s worth of innovations, known by most of the customers and considered as the representation of picture. Besides this, Kodak also holds thousands of image and chromatology patents as well as its good alliance and co-operators. Introduction of SWOT Analysis SWOT analysis is the examination of an organisation’s strengths and weaknesses in relation to its possible opportunities and threats. The strengths and weakness of the organisation derive from the evaluation of its internal resource while the opportunities and threats depend on the assessment of its external environment. SWOT analysis represents an evaluation of how well the organisation utilises its resources to match the needs of the environment in which the firm operates and competes. According to the summary of R. Lynch (Lynch, R. 1997: 262), there have a ange of possible factors as to SWOT analysis. However, we will ignore the factors related to Opportunities and Threats analysis because they have been discussed in above section. In Figure 3 there have a list of the factors for Strengths and Weaknesses analysis. Apply SWOT analysis to Kodak (can be found in Appendix 2) Conclusion To making the best use of the strengths and negate or counter the weaknesses, it is a reasonable decision for Kodak to maintain its progress in Traditional Imaging business (Part 2 of Kodak Strategic Position) and concentrate on combining Digital Imaging and Traditional Imaging as a whole (Part 3 of Kodak Strategic Position). Moreover, Intangibles and Human Resources operate as unique resources and build up Kodak’s Core Competences: Reputation and Core Strengths & Key Skill in the markets Kodak operates. The application of SWOT analysis to organization as well as competitors can indicate a business its relative position in the market and again direct the firm towards appropriate strategies. However, SWOT itself provides no formal set of rules for strategic success, certain general guidelines may nonetheless be deprives from it. This analysis requires an overall understanding of both the environment and the resource capabilities, which likely will restrain the application of this analysis. 4. International marketing strategy The level of diversity of Kodak’s business helps the company to be global and take advantage of the disparate demands of consumer around the world. The company must encourage further diversification of Kodak’s business in the East. Kodak’s slow movement towards digital, coupled with the still early market demands of consumers in emerging markets have bought Kodak time by allowing it to still pursue its outdated model. It can be a result of this global reach, and ability for Kodak to straddle different technologies across locations that the company will continue to strengthen its balance sheet, reducing its debts, and generating more revenue in investable cash. That can happen largely credited to the emerging markets that may become the greatly needed cash-cows of Kodak’s business. In fact, probably the only reason why Kodak hasn’t completely dropped off the competitive landscape is due to emergent Eastern markets that offer a glimmer of hope of interim cash-flow. The key now is to recognise this reprieve and build a global strategy that can continue to exploit silver-halide technology, whilst getting the rest of the firm in shape to address the changed market in the West. Appendix 1 One way to consider the competitive position of Kodak is by means of the Directional Policy Matrix (Thompdon, L. J. 1993). This matrix is constructed above two axes: the Industry Attractiveness in horizontal axis and the organisation’s competitive position in vertical axis. By evaluating relevant factors of these two dimensions we can place appropriate positions for discussed organisation.    |   |Traditional Imaging |Digital Imaging | |Industry Attractiveness |Market Growth |Low |High | | |Supplier Pressure |Low |Low | | |Customer Pressure |High |High | | |Substi tute Products |Low |High | | |Government Action |Constraint |Support | | |Entry Barriers |Low |High | | |Competitive Pressure |High |High | |Competitive Position |Competition |High |High | | |Relative Market Share |High Low | | |Production Capability |High |Medium | | |Research and Development Record |High |Medium | | |and Strength | | | | |Financial Success |Medium |Low | | | | Appendix 2 Refer to Figure 3, there have available resources of Kodak listed in the top and their positive effects on the factors are indicated as â€Å" * †. Viewing from each row, we can obtain an overall evaluation of the resources’ contribution to a single factor and determine whether this factor is Strength or Weakness to Kodak. Furthermore, when viewing from each column, we can even acquire the contributions of one resource to different factors. In fact, Kodak has more strengths than weaknesses in Traditional Imaging market. †¢ It has strengths in Market Dominance and Financial & Cash Resource, thus there has sufficient cash provided for firm’s further activities. †¢ It also has strength in Reputation and Core Strengths & Key Skill, which suggest Kodak maintain its advantage in Traditional Imaging market. The weakness of differentiated product of Kodak in Traditional Imaging indicates that Kodak should extent its product lines to more areas. A rational way to do so is to combine Traditional Imaging with Digital Imaging to generate more innovation. | | Resources |Physical |Human |Financial |Intangibles | | | | |Factors |Resource |Resource |Resource | | | | |Traditional |Market Dominance |* |* |   |* |   |Strength | |Imaging | | | | | | | | Digital Imaging |Market Dominance | | |   |* |   |Weakness | | |Core Strengths & Key Skill | |* |   |* |   |Strength | | |Financial and Cash Resource |   |   | |   |   |Weakness | | |Reputation |   |   |   |* |   |Strength | | |Differentiated Products | | | | |   |Weakness | | While in Digital Imaging market, Kodak has little Strengths but more weakness. †¢ The strength in Reputation and Core Strengths & Key Skill recommends that Kodak continue making effort in Digital Imaging for further success. †¢ It has weakness in Market Dominance and Financial & Cash Resource, therefore Kodak still need invest more money to support its progress in Digital Imaging. The weakness of differentiated product in Digital Imaging also indicates that Kodak should combine Digital Imaging with Traditional Imaging. Seeing about the contribution of resources to factors in Figure 3, we can find that Intangibles and Human Resources represent substantial proportions in gettin g Kodak’s strengths. These two resources, together with other resource, build up the Threshold and Core Competence of Kodak. Appendix 3 Kodak Divisions The company’s products and services are categorized under the following different segments: Consumer photography: †¢ Digital cameras †¢ Software †¢ Printer and camera docks †¢ Online printing services †¢ Accessories †¢ Inkjet paper †¢ Picture maker †¢ Picture CD Film & processing †¢ Single-use cameras Professional products: Films: †¢ Colour transparency films: E-Family †¢ Colour negative films †¢ Laboratory and duplicating films †¢ Black-and-white films †¢ Advanced amateur film Papers: †¢ Professional papers and materials †¢ Inkjet photo paper †¢ Thermal printer media Chemistry: †¢ Photographic chemicals Digital Products: †¢ Professional digital cameras †¢ Digital photo printers †¢ Lab digitisation products †¢ P rofessional photoCD Medical imaging products: †¢ Digital radiography †¢ Computed radiography †¢ RIS/PACS †¢ Medical printing †¢ Mammography †¢ Oncology †¢ Molecular imaging †¢ Dental products Graphic communication products: Colour management and proofing †¢ Press, plates and printing systems †¢ Data management and storage †¢ Document management Business and government products: †¢ Document scanners †¢ Reference archive †¢ Micrographics †¢ Software †¢ Microfilm & more ———————– [? ] |#%,[email  protected]†¹Ã¢â‚¬â€ COOee? -oeYIoA? A ©?  ©?  ©Ã¢â‚¬ ¢Ã‚ ©Ã¢â‚¬ ¢? A? z? nf^fRGh? $Ah|[3mHsHh? $Ah|[3mHo([pic]sH h? $AmHsH h|[3mHsHhYfOh? $AmHo([pic]sHhYfOh? $ACJmHo([pic]sHhYfOh? $ACJmHsHh? $Ah? $AmHo([pic]sH hlVmHsHh? $Ah? $AmHsHhYfOh? $ACJmHo([pic]sHhYfOh? $ACJmHsHharAharA5? CJmHsHharAharA5? CJ(mHsHharA5? CJ(mHsHFigure 3. SWOT Analysis for Koda k Table 1. Evaluation Factors for Directional Policy Matrix

1) Define and discuss what constitutes a successful organisation. 2) Coursework

1) Define and discuss what constitutes a successful organisation. 2) Use an example organisation to recommend appropriate performance indicators and justify your choice - Coursework Example Organizations have a structure and management that guides its operations to achieve its objectives. This structure guides the members on whom to do, what to do, when to do, where to do it and to whom. This structure helps in smooth running of the activities (Cohen et al., 2008). Each organization has stakeholders who play different roles to achieve its goals. For instance, profit making organizations stakeholders are: employees, customers, government, shareholders, investors, suppliers, creditors and society as whole. All these stakeholders are very important to any successful organization. The market is becoming competitive day in day out. Therefore, for any organization to feature in the local and global market, it has to meet the current trends of business. The following qualities constitute a successful organization. Firstly, a successful organization must have a management structure. Management is the foundation to a successful organization. The management provides leadership to all the workers in the organization. For instance, researchers consider the mixed type of management best when dealing with a large organization whereas a flat management is preferable in small organizations. Mixed management consists of three levels of management: top, middle and operational or low level. The top management makes the final decisions for the organization and the head is general manager or the chief executive officer. Additionally, top managers make the strategic decisions that aim at achieving the organization goals. Middle management makes the department decisions (Daft & Marcic, 2013, p. 54-56). The departments include sales and marketing, finance, accounting and so many others. Departmental managers head these departments. The manager is responsible for making decisions that facilitates effectiveness and efficiency in the department. The middle managers are answerable

Response to Coments on DQ1 KS and MB W10 Essay Example | Topics and Well Written Essays - 250 words

Response to Coments on DQ1 KS and MB W10 - Essay Example I would not recommend a buy decision on such a stock because it is never wise to make investment decisions when not all the information available. The investor should seek the information using advanced search techniques such as using professional databases. DQ2 When investors analyze the value of a stock the trends and events occurring in the industry influence the price of the common stock a lot. Microsoft belongs to the computer industry. They are the market leaders in the operating system software segment. The company belongs to an industry that is currently booming in terms of sales. The company also has a diversified product portfolio that includes products such as the Xbox 360 which is one of the top selling game consoles in the marketplace. On the other side of the coin is General Motors. A company that struggled so much recently that they decided take the bailout money and the dishonored their shareholders making the shares of the common stockholders virtually worthless afte r the bankruptcy decision. The P/E ratio of Microsoft in comparison to GE clearly shows that the investor community values Microsoft as a better investment than GE. References Dun & Bradstreet (2011). Key Business Ratios. Retrieved June 7, 2011 from Dun & Bradstreet database.

Discussion Board Essay Example | Topics and Well Written Essays - 250 words - 2

Discussion Board - Essay Example A manufacturing supervisor must attempt to address the requirements of the organization with the worker’s needs. In addition, manufacturing supervisors are faced with environmental challenges (Gomez-Mejia, Balkin & Cardy, 2008). Also, the manufacturing supervisors are faced with the challenge of ensuring the organization meets its targets and goals. There are a number of ways a manufacturing supervisor can deal with the different challenges arising in the organization. These problems can reduce when the organization employ a supervisor who posses technical, administrative, human relations, and conceptual skills. The manufacturing supervisor should comprehend the technical features of the work being carried out. It is essential for the manufacturing supervisor to understand the needs of employees when trying to manage job performance. In addition, a manufacturing supervisor who posses people skills will accomplish the objective of the people through and with the workers. Also, it is essential for the manufacturing supervisor to gain an understanding of the organization’s dynamics and be familiar with politics in the organization (Kotter & Cohen, 2002). Adopting these perspectives will help decrease these

HUMAN RIGHTS Assignment Example | Topics and Well Written Essays - 1500 words

HUMAN RIGHTS - Assignment Example These violations show up in one form or other ranging from domestic violence to religious extremism, ethnocentric outlook of the societies, exploitation of the weak, human trafficking, poverty, all these make up for human rights violation. The mandate on human rights came to forth in 2000 when the general secretary proposed a mandate classification for human rights protection. The nongovernmental organizations as well as the intergovernmental organizations in different countries strive for ensuring implementation of human rights on all levels. Other sources constitute the Security Council resolutions and actions relevant to protection of human rights. Where ever there is any oppression of human rights, the U.N. and its security council ensures that this is being stopped on immediate basis. For example, in cases of wars between states and in international affairs the United Nations ensures that human rights are not being violated. Emergency meetings and veto are being passed in this r egard to protect the human life, honor and property from any unjust measures and means. General Assembly of the Security Council looks up to the human welfare and human rights aspect of the international affairs. ... With no access to the basic commodities of life, human rights violations are a perfect example in display and action there. Various bodies are in place for the cause of protection of human rights, and ensuring that no highhandedness goes unnoticed and is being brought to the justice. These sources come in form of Human Rights acts and strong penalties against the violations. United Nations Human Rights Council and United Nations Human Rights commission are few of the entities and sources in place that provide firm grounding to the United Nations cause of protection of human rights. Each of these faculties has one thing in common and that is to help the downtrodden, underdeveloped, suppressed and underprivileged with equal consideration of elimination of injustice and lack of opportunity. With prime focus on human rights, United Nations has taken concrete steps towards the development and insurance of human rights all over the world. This comes in form of development of mandates and s ources establishment for the purpose of human rights protection. The main agencies in this regard are: Declaration of Rights of Disabled: International Bill of Human rights is another move towards the insurance of human rights at different levels. Disability Rights and Education Defense Fund Universal Declaration of Human rights(Sweet, 2003), UNICEF: United Nations International Children Education Fund. UNHCR: United Nations High Commission for Refugees International law legislation and treaties and accords in this regard are few of the steps and functions that make up for the mandate system of the United Nations. United Nations role: United Nations has played a significant role in the domain of human rights and for this purpose it has established specialized entities which look after

Research Design and Research Logistics Assignment

Research Design and Research Logistics - Assignment Example And within the time and resource constraints for study, maximizing objectives from conflicting desiderata articulated by McGrath seems to be in perfect connivance. And, whether the set of choices made by Eveland was a best strategy is an interesting facet. In the words of Eveland (1988), "we hoped this experiment would illuminate, although, not all of them have been answered" (p. 375). This reaffirms the notion propagated by McGrath, that "the set of choices is systemically circular; it starts with a problem, and gets back to the problem." The cycle of empirical research stands vindicated (Runkel and McGrath, 1972). Eveland's approach in the study under reference seems to follow the methodical strategy, which are generic classes of research settings for gaining knowledge about a research problem. In this context, the problem being, "the impact of computer-supported systems on the work group structures." The research method adopted herein maps into slices I (field experiments and field study, with sample surveys) of the strategy circumplex (Runkel and McGrath, 1972). The point of maximum concern is on the system context and generalizability over the actors. In terms of maximizing generalizability context, Eveland's study used a relatively small sample and inclusion of younger employees was perhaps desirable. In terms of Cronbach (1957) classification of designs, Eveland followed both the comparison and correlation techniques. The study compared the performance between conventional and computer supported work groups; and so also, analysis of variance analysis as in trend analysis of member contact within work group over the study period. The power point slides on research methods ("Research Methods in I/O Psychology", 2008) concisely enumerates the research process, which has also been adopted by Eveland, viz.: ask questions; generate hypothesis; design a study; collect data; data analysis; and interpret-present results. Since the Eveland study used random assignment techniques to select group members, in the terminology of Trochim (2007) the approach could be classified as 'randomized experiment' which helps in deducing casual relationships. 2. After listing and distinguishing a variety of research designs, explain the advantages and limitations of each; why did Dr. Eveland choose the research design he chose Research design provides a formal structure to a research study. A three-fold classification is often used to define a research design: randomized or true experimen

How has social media influenced Apple market Dissertation

How has social media influenced Apple market - Dissertation Example The emergence of the social media platforms has led to a dynamic shift in how people interact and build a communicative space for communication and information. The Internet is the basic infrastructure on which the social media platforms are based. In the initial stages, the internet guaranteed equal distribution and access and over time it has been further developed that enables data to be transported through ‘tethered applications’, or ‘applied services’ such as Apple’s iTunes to download songs or Facebook to channel social contacts (Dijck, 2012). While this may have been possible due to technological advancements, it has now expanded into the realm of the social and cultural spheres to the extent that these social platforms affect interactions and reciprocal relationships. Social media has been described as an online platform that facilitates content sharing, collaboration and interactions (Coyle, Smith and Platt, 2012). It is a platform where participants can freely send, receive and process content for use by others (Aula, 2010). Social networking applications also enable creating and managing digital expression of people’s relationship or links. As the social media has enhanced social interactions and relationships, it is also extensively been used by marketers as one of the platforms for marketing and promotion. As such it is used by companies to engage the customers. Companies such as Starbucks and CNN use it to build brand awareness and brand equity (Palmer & Koenig-Lewis, 2009). The number of Facebook users and Tweets has reached such a state that consumers and their virtual networks drive conversation, thereby posing challenge for businesses. Companies have become engaged and try to keep their customers engaged through the social media because they believe that if they do not do so, â€Å"they will be out of touch† (Baird & Parasnis, 2011). While many companies have started using the social media platform it is not known how many actually engage and how many have derived benefits from this platform. It is not possible for this study to evaluate the performance of several companies through the social media. Apple Inc is in the field of computer hardware, software and consumer electronics. Their electronic consumer products such as the iPhone, iPad and iPod have particularly changed the way people use the social media. Apple is one of the most valuable brands in the world and has been generating billion dollar revenue figures for over a decade (Statista, 2013). This study would focus

The Experiences of Men Diagnosed with Breast Cancer Assignment

The Experiences of Men Diagnosed with Breast Cancer - Assignment Example Following the conduction of the study, the researchers recommended that public and health professionals should raise awareness on male breast cancer in order to encourage men to undergo testing in order to identify breast cancer and the related malignancies in their early stages (Boehmer 2012). Because of the rampant cases of late discovery of breast cancer in male patients, the study would act as a major contribution towards the enhancement of better public health. The study will be a key source material for other studies aimed at the topic of breast cancer in men. The research problem, in this case, has a clear definition of coming up with the adequate level of evidence to ensure effective medical care in the complex healthcare settings (Quach 2012). It is important to note that global health practice environment is becoming more complex, with professional requirements and patient demands increasing by the day. With such dynamic settings and demands, health professionals need adequate evidence in order to make the right health-related decisions. With this in mind, the problem is significant enough to justify the investigation. The literature review provides an adequate core evidence synthesis on the topic of the study. It involves an analysis of the available literature and thus, a judgment of the effectiveness of the practice. The literature review acts as a predetermined plan of minimizing bias in researching the topic of the study, as well as a process of ensuring rigor in making findings. The literature review of the research study creates a good basis for the stating of the hypotheses and the research questions that are involved in the study. However, the study does not clearly state the research questions. However, it able to depict the researchers’ won speculation that male patients diagnosed with breast cancer depict signs of psychological problems, such as depression.

CMOS NOR Gate on Dynamic State Essay Example for Free

CMOS NOR Gate on Dynamic State Essay Transistor can be used for the purpose of switching depending upon the gate signal. NMOS switch closes when switch control input is high, while PMOS switch closes when switch control input is low. This fundamental property of MOS is used in the form of combinational circuits for fabricating a range of integrated circuits. Basic CMOS combinational circuits comprises of Complementary pull-up (p-type) and pull-down (n-type) circuits. CMOS can be used to fabricate different types of logic gates. The NOR operation is basically the negation of the OR operator. If both the inputs to the gate are LOW (0), the output displays a HIGH (1). If either of the inputs is HIGH (1), it yield a LOW at the output. The CMOS technology has been quite effectively used to implement various applications and logic functions. NOR gate is one such implementation, which can be done quite effectively using CMOS. In a static CMOS circuit, each gate output is always connected to Vdd or Vss through a low resistance path, as the circuit has a low resistance path between the output and the power rails. This results in somewhat more power consumption for the static circuit. On the other hand in the dynamic state, the circuits make use of temporary storage of signal values on the capacitance of high impedance circuit nodes. This way the dynamic circuits have no static power dissipation. The transistor ME (Fig-2) eliminates static power consumption. The clock input (CLK) determines two phase operation of the circuit namely pre-charge and evaluation. After discharge during one cycle, the dynamic gate will wait for the next pre-charge pulse. As the pull down network remains OFF till it is required. The switching speeds to happen to be faster in dynamic gates, as the load capacitance is reduced due to fewer numbers of transistors. For a static gate the fan-in of N requires 2N switching devices, but for a dynamic NOR gate we need to have only N+2 devices. The drawback in using capacitor CL is that the clock signal becomes a prerequisite to refresh the logic level. Clock signal ? (t) charges the up the load capacitance with the help of MP (P-Pre-charge) when a transition takes place from high to low; ME (E-Evaluate) is cut off and block any discharge path of CL through logic function transistors. As the clock signal goes HIGH, MP is cut off, ME starts conducting, which in turn results in discharge of CL if one of the logic transistors has a high input. Though the dynamic CMOS gates have quite a few advantages like high noise margins, no static power consumption etc. while being used in logic circuits, but there are couple of disadvantages as well. For example, synchronising and timing the clock is quite an arduous task, designing the circuit is more complex. One of the key disadvantages of dynamic logic is that, it becomes very difficult to cascade multiple circuits, because; †¢ Input will go for a change only when O is low and it has to be stable during the period of high O. †¢ When O is low, the two or multiple stages in cascade are pre-charged to a high voltage. But, when O is high, it leads to some delay at the output of first stage, which in turn will lead to discharge of second and subsequent stage. In order to come over this advantage we make use of CMOS Domino logic. To this end an inverter is added for ensuring that the output remain low during pre-charge, thus prevent the next stage from evaluating, till such time the existing stage has finished evaluation. This ensures that each stage at the output of the inverter can make at most one transition from LOW to HIGH. When there are multiple stages in cascade, evaluation continues from one stage to another – which is equivalent to the dominos effect falling one after another. It is also worth emphasizing here that each gate requires an inverter, which in turn necessitates that we make use of more transistors. When it becomes somewhat impractical to implement dynamic CMOS gate, we can also convert a dynamic gate into a static gate, just by adding feedback pull-up.

Relationships in Julius Caesar Essay Example for Free

Relationships in Julius Caesar Essay In Julius Caesar, the relationships between Julius Caesar, Marcus Brutus, Mark Antony and Caius Cassius are very important. They show the motivations for the characters actions throughout the play. While some relationships may be sincere, others may be little more than one-sided political alliances. Brutus is manipulated by Cassius plot against Caesar. Brutus own naà ¯ve leads to the plot failing and ultimately his downfall. The relationship between Caesar and Brutus is a sincere friendship. While it isnt revealed how long they have known each other, they seem to be good friends. This friendship is the reason why, at first, Brutus is hesitant to join Cassius in his conspiracy. However, Brutus thinks that Caesar should not be in power because he will be corrupted by political power and look down on everyone else. When Brutus stabs Caesar, the latter asks et tu, Brute?, seemingly in shock at the fact that his friend could have betrayed him. Mark Antony and Caesar were close friends. Antony adored Caesar and followed his every command without question. They were even related, thus being family. Antony faithfully avenges Caesars death at the end of the play, amassing his army and defeating Cassius and Brutus forces. Antony addresses the Romans at Caesars funeral, acting as a powerful rhetorician and convincing the plebians that Cassius and the rest of the conspirators are wrong in killing Caesar. Cassius uses Brutus as the spearhead of his plan to kill Caesar. Since Brutus is well-respected, Cassius conspiracy gains respect among those who know about it. Brutus sees Cassius as a close friend and thus joins him in the plot. Brutus does not seem to realize that Cassius wants to topple Caesar out of envy. Brutus shows his naà ¯vetà © in believing that conspiracy is for the good of Rome rather than a political plot. The relationships between these characters in Julius Caesar ultimately lead to Brutus downfall. Antonys loyalty to Caesar, Brutus love for Caesar and his trust of Cassius all drive the plot in the play. While Brutus sees Cassius as a friend and colleague, Cassius sees Brutus as a political ally in his plot against Caesar. Antonys loyalty to Caesar leads him to avenge his friends death, resulting in both Cassius and Brutus deaths.

Two Types Of Spread Spectrum Computer Science Essay

Two Types Of Spread Spectrum Computer Science Essay There are two types of spread spectrum that have been approved for use. This article analyzes the approach in to determining performance comparison of Frequency Hopping and Direct Sequence Spread Spectrum Systems in the 2.4 GHz range. The analyses till present show that up to 13 collocated FH networks can be placed before network throughput peaks. (A. Carl, S. Harris B. Palm, n.d.). The article further lists in categorizing the advantages and limitations of spread spectrum and the comparisons between the Frequency Performance and Direct Sequence. The article details itself via valid resources obtained from researched websites and journals with more details available with those references being provided. The Spread-spectrum is or are a series of techniques which are methods by which a signal that could be of electrical or electromagnetic or acoustic signals that are being generated in an exacting bandwidth which is then by design spread in the frequency domain, ensuing in a signal with a vast or wider bandwidth. These techniques are utilized for a range of reasons, together with the establishment of safe and sound communications, increasing resistance to natural interference and congestions, to prevent uncovering, and to frontier power flux density. Out of many Spread Spectrums, this report analyses the two main spread spectrum systems which are the Frequency Hopping and Direct Sequence and in addition an overview of the Chirp Spread Spectrum. Spread Spectrum technologies The spread spectrum technology is more of a technique in which a telecommunication signal is transmitted on a bandwidth significantly bigger than the regularity content of the original information. Spread-spectrum telecommunications is a signal structuring technique that employs direct sequence, frequency hopping, or a hybrid of these, which can be used for multiple access and/or multiple functions.(Anonymous, 2007). This technique reduces the possible intrusion to other receivers while achieving privacy. Spread spectrum in general makes use of a chronological noise-like signal formation to spread the normally narrowband information signal over a comparatively wideband (radio) band of frequencies. The receiver correlates the received signals to retrieve the original information signal. Initially there were two motivations: either to resist enemy efforts to jam the communications known as an Anti-Jam or to conceal the fact that communication was even taking place, sometimes called low probability of intercept. Spread-spectrum clock signal generation The Spread-spectrum clock generation is used in some synchronous digital systems, especially those containing microprocessors, to cancel of the spectral density of the electromagnetic interference that these systems generate. A synchronous digital system is one that is driven by a clock signal and because of its periodic nature, has an unavoidably narrow frequency spectrum. (Anonymous, 2007). In fact, a perfect clock signal would have all its power determined at a single frequency and its harmonics, and would therefore radiate energy with an inestimable spectral concentration. Practical synchronous digital systems radiate electromagnetic force on a number of narrow bands spread on the clock frequency and its harmonics, follow-on in a frequency spectrum that, at certain frequencies, can exceed the regulatory limits for electromagnetic interference The Spread Spectrum Systems Overview Frequency Hopping Spread Spectrum This is a method of transmitting radio signals by speedily switching a mover among many frequency channels, using a pseudorandom cycle known to both transmitter and receiver. It is utilized as a several access method in the frequency-hopping code division multiple access scheme. The three main advantages over a fixed-frequency transmission: -Its signals are highly resistant to narrowband intervention. The procedure of re-collecting a spread signal spreads out the interfering signal, causing it to retreat into the background. -Spread-spectrum signals are tricky to interrupt. A Frequency Hopping Spread Spectrum signal plainly appears as a boost in the background noise to a narrowband receiver. An eavesdropper would only be able to seize the transmission if the pseudorandom sequence was known. -The Spread-spectrum transmissions can contribute to a frequency band with many types of conventional transmissions with minimum interference. The spread-spectrum signals affix minimal noise to the narrow-frequency communications, and vice versa. As an effect, bandwidth can be utilized more resourcefully. The Basic algorithm The initiation of a Frequency Hopping Spread Spectrum (FHSS) communication is as follows: -The initiating party sends a request via a predefined frequency or control channel. -The receiving party sends a number, known as a seed. -The initiating party uses the number as a variable in a predefined algorithm, which calculates the sequence of frequencies that must be used. Most often the period of the frequency change is predefined, as to allow a single base station to serve multiple connections. -The initiating party sends a synchronization signal via the first frequency in the calculated sequence, thus acknowledging to the receiving party it has correctly calculated the sequence. -The communication begins, and both the receiving and the sending party change their frequencies along the calculated order, starting at the same point in time. Technical considerations The overall bandwidth necessary for frequency hopping is a great deal, wider than that required to transmit the same information using only one carrier frequency. Nevertheless, because transmission occurs only on a small segment of this bandwidth at any given time, the effectual interference bandwidth is actually the same. Even as providing no extra protection against wideband thermal noise, the frequency-hopping approach does reduce the deprivation caused by narrowband interferers. One of the challenges of frequency-hopping systems is to coordinate the transmitter and receiver. One approach is to have an assurance that the transmitter will use all the channels in a set period of time. The receiver can then discover the transmitter by picking a random channel and listening for suitable data on that channel. The transmitters data is recognized by a unique series of data that is unlikely to occur over the section of data for this channel and the segment can have a checksum for reliability and further detection. The transmitter and receiver can use fixed tables of channel sequences so that once synchronized they can maintain communication by following the table. On each channel segment, the transmitter can send its current position in the table. Direct Sequence Spread Spectrum Direct-sequence spread spectrum (DSSS) is a modulation method. As with other spread spectrum technologies, the transmitted signal takes up more bandwidth than the information signal that is being modulated. In this technology the transmissions multiply the data being transmitted by a noise signal. This noise signal is a pseudorandom sequence of 1 and à ¢Ã‹â€ Ã¢â‚¬â„¢1 values, at a frequency much higher than that of the original signal, thereby spreading the energy of the original signal into a much wider band. (W. Jimmy, n.d.) The resultant signal resembles white noise, like an audio recording of static. On the other hand, this noise-like signal can be used to precisely recreate the original data at the receiving ending, by multiplying it by the same pseudorandom sequence. This process, known as de-spreading, mathematically constitutes a correlation of the transmitted PN sequence with the PN sequence that the receiver believes the spreader is using. For de-spreading to operate correctly, the transmit and receive sequences must be synchronized. This requires the receiver to coordinate its sequence with the transmitters sequence via some sort of timing search process. However, this noticeable drawback can be a significant benefit: if the sequences of multiple transmitters are synchronized with each other, the relative synchronizations the receiver must make between them can be used to resolve relative timing, which, in turn, can be used to compute the receivers point if the transmitters positions are known. This is the base for many satellite direction-finding systems. The resultant outcome of enhancing signal to noise ratio on the channel is called process gain. Benefits in Direct Sequence Spread Spectrum -It is resistant to planned or unintentional jamming. -The sharing of a single channel between numerous users. -Reduced signal/background-noise level hampers interception (stealth). -Determination of relative timing between transmitter and receiver. Chirp Spread Spectrum On the other hand, the Chirp spread spectrum (CSS) is a spread spectrum technique that uses wideband linear frequency modulated chirp pulses to encode information. A chirp is a sinusoidal signal whose frequency increases or decreases over a certain amount of time. (W. Jimmy, n.d.) Chirp Spread Spectrum is ideal for applications requiring low power usage and needing relatively low amounts of data rate. CSS uses its entire owed bandwidth to televise a signal, building it robust to channel noise. Further, because the chirps utilize a broad band of the spectrum, Chirp Spread Spectrum is also challenging to multi-path fading even when working at very low power. However, it is not like direct-sequence spread spectrum or frequency-hopping spread spectrum in that it does not add any pseudo-random elements to the signal to help differentiate it from noise on the channel, instead relying on the linear nature of the chirp pulse. Moreover, Chirp Spread Spectrum is resistant to the Doppler Effect, which is typical in mobile radio applications. Comparisons against Performance between Frequency Hopping and Direct Sequence Spread Spectrum Systems A Simulated Model/Design Conclusion

Neurobiology of Harmony :: Biology Essays Research Papers

Neurobiology of Harmony How sound waves produced by instruments become sensible representations in the brain, and how the perceptions become meaningful are interesting questions for neurobiology to ask, as well as necessary ones if knowledge of the brain is to account for all behavior. The brain is able to discern harmony because the inner ear is capable of differentiating between different frequencies. The brain's differentiation between pitches and chords corresponds to the physical, "real," differences between notes and chords, although our sense of music built from perception of harmonies through time, is more subjective and variable. Our faculty of hearing derives from the anatomy of the inner ear and the brain, as well as from the existence of external stimuli in the outside world. Sound is both the mechanical energy of waves and the sensation produced by receptors in the brain (1). Each wave has an amplitude and a frequency. The amplitude of a vibration corresponds to its volume and is measured by decibels on a logarithmic scale. Frequency is logarithmic, as well, but corresponds to differences in pitch. Greater frequency results in a higher pitch. Mathematically, pitch is represented as the number of vibrations per second (1) (2) . Vertebrates hear sound through their neurobiological makeup. The ear's tympanic membrane, or eardrum, vibrates as a result of being subjected to sound waves. The waves then travel to the inner ear or cochlea which is the site of sound's transduction into chemical energy. Within the cochlea, sound waves travel through fluid which stimulates the stereocilia, small hair-like projections of hair cells along the basilar membrane. The actions of the stereocilia cause the release of K+, potentially depolarizing the cell (1). The flexibility of the basilar membrane allows stereocilia to move back and forth in response to the waves in the Cochlear fluid. Each stereocilium is linked to another through structures called "tip links" (1) , (3) As the stereocilia move towards the tallest ones, the tip links cause ion channels to open, depolarizing the cell and allowing free K+ to move into the cell (1). Importantly, the stereocilia move in direct response to the sound waves and are cumulative rath er than spiking. Neurotransmitter release corresponds to the frequency and amplitude (pitch and volume) of a sound input. Sounds must be sufficiently loud and within a given range in order to cause action potentials. Different sounds will produce different outputs, allowing for discrimination of harmony on a neural level (1).

Free Essays on Picture of Dorian Gray: A Quick Analysis :: The Picture of Dorian Gray Essays

A Quick Analysis of Dorian Gray The story begins as Basil Hallward, a painter, is working on a portrait depicting a young man named Dorian Gray. His friend, Lord Henry Wotton, is visiting and tells him that he thinks it is the best work Basil has ever done. He wants to know who the young man is in the painting, as his good looks are apparently very striking, but Basil is reluctant to talk about it. Lord Henry insists upon meeting Dorian, and eventually Basil introduces them, after warning Lord Henry not to try to "influence" Dorian, because he is a bad influence. Dorian instantly takes to Lord Henry, fascinated by the way he talks and his unique view of the world, which is pretty annoying, to me anyway. Lord Henry takes Dorian outside and makes a speech about how he thinks beauty is everything and that Dorian should not waste his youth because it is the "most important" thing in the world. Well, at least he's not shallow or anything like that. When Basil finishes that painting, Dorian throws a hissy fit because he realizes that while he grows old and ugly, the painting will remain forever young. He wishes that the painting would age and he would remain beautiful forever. Way to go, Dorian. The next day, Lord Henry visits his uncle, Lord Fermor, and finds out more about Dorian's past and his parentage. He finds himself utterly obsessed with Dorian and the power he feels he has over him. Later, he visits his aunt, Lady Agatha, and Dorian is there. We get to hear more of his controversial opinions on several topics. Everybody seems appalled at the way he thinks, but I guess he is so charming that they eat it right up. Afterward, Dorian ditches Basil to go out with Lord Henry, which is pretty cold. Anyway, a month later, Dorian tells Lord Henry that he has fallen in love with an actress named Sybil Vane. They have a dialogue in which Dorian explains how he met Sybil (inspired by Lord Henry and wanting to know "everything about life," he went to a "playhouse" in a bad part of town, saw her in a Shakespearean play, and was so smitten that he returned to see her every night since) and Lord Henry offers even MORE of his views, which mainly consist of (more) uppity, self-center ed generalizations, not to mention the constant objectifying of women. Free Essays on Picture of Dorian Gray: A Quick Analysis :: The Picture of Dorian Gray Essays A Quick Analysis of Dorian Gray The story begins as Basil Hallward, a painter, is working on a portrait depicting a young man named Dorian Gray. His friend, Lord Henry Wotton, is visiting and tells him that he thinks it is the best work Basil has ever done. He wants to know who the young man is in the painting, as his good looks are apparently very striking, but Basil is reluctant to talk about it. Lord Henry insists upon meeting Dorian, and eventually Basil introduces them, after warning Lord Henry not to try to "influence" Dorian, because he is a bad influence. Dorian instantly takes to Lord Henry, fascinated by the way he talks and his unique view of the world, which is pretty annoying, to me anyway. Lord Henry takes Dorian outside and makes a speech about how he thinks beauty is everything and that Dorian should not waste his youth because it is the "most important" thing in the world. Well, at least he's not shallow or anything like that. When Basil finishes that painting, Dorian throws a hissy fit because he realizes that while he grows old and ugly, the painting will remain forever young. He wishes that the painting would age and he would remain beautiful forever. Way to go, Dorian. The next day, Lord Henry visits his uncle, Lord Fermor, and finds out more about Dorian's past and his parentage. He finds himself utterly obsessed with Dorian and the power he feels he has over him. Later, he visits his aunt, Lady Agatha, and Dorian is there. We get to hear more of his controversial opinions on several topics. Everybody seems appalled at the way he thinks, but I guess he is so charming that they eat it right up. Afterward, Dorian ditches Basil to go out with Lord Henry, which is pretty cold. Anyway, a month later, Dorian tells Lord Henry that he has fallen in love with an actress named Sybil Vane. They have a dialogue in which Dorian explains how he met Sybil (inspired by Lord Henry and wanting to know "everything about life," he went to a "playhouse" in a bad part of town, saw her in a Shakespearean play, and was so smitten that he returned to see her every night since) and Lord Henry offers even MORE of his views, which mainly consist of (more) uppity, self-center ed generalizations, not to mention the constant objectifying of women.