Fashion Culture Essay Example for Free

Fashion Culture Essay Fashion is a general term for a popular style or practice, especially in clothing, footwear, accessories, makeup, body piercing or furniture. Fashion refers to a distinctive; however, often-habitual trend in a look and dress up of a person, as well as to prevailing styles in behavior. Fashion usually is the newest creations made by designers and are bought by only a few number of people; however, often those fashions are translated into more established trends. [1] The more technical term, costume, has become so linked in the public eye with the term fashion that the more general term costume has in popular use mostly been relegated to special senses like fancy dress or masquerade wear, while the term fashion means clothing generally, and the study of it. For a broad cross-cultural look at clothing and its place in society, refer to the entries for clothing, costume, and fabrics. A. Couture Beginnings The first fashion designer who was not merely a dressmaker was Charles Frederick Worth (1826–1895). Before the former draper set up his maison de couture (fashion house) in Paris, clothing design and creation was handled by largely anonymous seamstresses, and high fashion descended from styles worn at royal courts. Worths success was such that he was able to dictate to his customers what they should wear, instead of following their lead as earlier dressmakers had done. B. Early Twentieth Century Throughout the early 20th century, practically all high fashion originated in Paris and to a lesser extent London. Fashion magazines from other countries sent editors to the Paris fashion shows. Department stores sent buyers to the Paris shows, where they purchased garments to copy (and openly stole the style lines and trim details of others). Both made-to-measure salons and ready-to-wear departments featured the latest Paris trends, adapted to the stores assumptions about the lifestyles and pocket books of their targeted customers. 1990s * The outfits worn by the fashionable women of the Belle Époque (as this  era was called by theFrench) were strikingly similar to those worn in the heyday of the fashion pioneer Charles Worth. By the end of the 19th-century, the horizons of the fashion industry had generally broadened, partly due to the more stable and independent lifestyle many well-off women were beginning to adopt and the practical clothes they demanded. However, the fashions of the La Belle Époque still retained the elaborate, upholstered, hourglass-shaped style of the 19th century. As of yet, no fashionable lady could (or would) dress or undress herself without the assistance of a third party. The constant need for radical change, which is now essential for the survival of fashion within the present system, was still literally unthinkable. The use of different trimmings were all that distinguished one season from the other. 1910s * During the early years of the 1910s the fashionable silhouette became much more lithe, fluid and soft than in the 19th century. When the Ballets Russes performedScheherazade in Paris in 1910, a craze for Orientalism ensued. The couturier Paul Poiret was one of the first designers to translate this vogue into the fashion world. Poirets clients were at once transformed into harem girls in flowing pantaloons, turbans, and vivid colors and geishas in exotic kimono. Paul Poiret also devised the first outfit which women could put on without the help of a maid. The Art Deco movement began to emerge at this time and its influence was evident in the designs of many couturiers of the time. Simple felt hats, turbans, and clouds of tulle replaced the styles of headgear popular in the 20th century. It is also notable that the first real fashion shows were organized during this period in time, by Jeanne Paquin, one of the first female couturiers, who was also the first Parisian couturier to open foreign branches in London, Buenos Aires, and Madrid.

Case Study Ikea Invades America Marketing Essay

Case Study Ikea Invades America Marketing Essay IKEA has successfully grown in the home furnishings retail market as a result of its primary philosophy of cost-leadership, wide variety of fashionable and practical products, and its ability to maintain low costs and pass the savings onto the customer. In addition to this, IKEA has also implemented some very important details into their overall corporate strategy that affects the shopping experience of the customer. They have reinforced their chic-style and sophisticated environment by offering gourmet meals in their stores (offering smoked salmon and other Swedish delicacies), implementing the availability of a child day-care area rendering adults free to shop, and by focusing on self-service shopping/self-guided tours through fully furnished staging areas. In addition to the experience that customers regard as convenient and even fun, IKEA can attribute the success of their organization to their very well balanced corporate strategy. They follow a specific process that allows them to design and contract the manufacturing of medium to high quality (relative to price) home furnishings and also permits the unique shipping, distribution, display and final point of sale of these products in a very methodical manner. The overall success of the company comes from its strategy to produce attractive yet simplistic designs that are made from inexpensive yet reasonably well-constructed components. These unfinished products are then shipped in a disassembled fashion (flat-packed), sold directly to the customer in a warehouse type store, and then taken by the customer to their home where the final assembly takes place all in return for a price that is 30-50% less expensive than competitors. What do you think of the companys product strategy and product range? For the limited niche market that IKEA operates within, the companys product line is substantially larger than any of its competitors. This could come as a result of the flexibility of its products designs. A single product such as a table or a bookshelf can be selected and purchased as a component of a larger set or as an individual product, however due to the interchangeable nature of the product lines, it could also be implemented in a way that complements another set of furnishings from a different design set. This advantage allows for the minimization of design costs. The advantages of the product strategy are clear increased cost savings that are translated into lower prices for the customer, while still marketing your brand as a fashionable option for home furnishings Low Price with Meaning. IKEA provides the customer with the freedom to select their own furnishings, designs, and combinations while providing them with as much assistance as they can to streamline the purchasi ng process. From the showroom examples that display fully furnished home scenarios to the availability of user-centered items such as tape-measures and vehicle cargo racks, IKEA is implementing its self-service (for customers) philosophy. Another advantage of the product strategy comes from the understanding that is inherent between the customer and the manufacturer the costs are lower because they are simplistic, medium quality, convenience designs where assembly is required without exception. This flat-packed strategy saves on construction and shipping space. The arrangement is dual-benefit since the consumer can see the savings of self-assembly. This balance between quality, product line and price comes about through a very closely monitored process. The disadvantages of the product strategy and the product range are fairly evident as well. The idea of the transient use of medium-quality, self-constructed, Scandinavian-styled furniture naturally eliminates a large portion of the population as a target market for the products. Either the total combination of these details or each of them individually potentially causes concern among certain consumer demographics. The niche market in which IKEA resides does not prov ide a sizeable product line for those that are not looking for the overall type of furniture that they provide. In addition to this, the western mentality regarding home furnishings is one that IKEA hesitated in reacting to. It conducted market research and found that its product line was not aligned with traditional demand, especially due to the reluctance of Americans to adopt a Scandinavian style of home furnishings. Despite its success, there are many downsides to shopping at IKEA. What are some of these downsides? IKEAs Vision Statement (in Figure C of the case) describes how the company seeks to build a partnership with its customers. What do you think of this vision statement? The disadvantages of shopping at IKEA are almost as intrinsic to the environment as the advantages. Due to the sheer size and layout of the stores, the ability for consumers to quickly locate and select a small number of products and vacate the premises is very difficult. It seems that to keep a timely and efficient traffic flow the second level of the store is designed along a path that leads the consumers through a display of all the different product lines throughout the separate segments (kitchen, bath, bedroom, etc.) In order for a consumer to locate the product they are seeking, they may experience some difficulty navigating through IKEAs 10,000 other products. In addition to this, the scarcity of store locations limits the ability of the consumer who is ordering from a catalog to physically experience the product prior to purchase and delivery. The vision statement is logical in its delivery, but potentially flawed in its practicality and how it pertains to IKEA. First and foremost, the company states the need for a substitute to expensive furniture. They seem to make the claim that never before has there been a company to provide this to the consumer, however, local furniture stores have been offering low-priced, fully assembled furniture prior to the introduction of IKEA. Furthermore, they claim that they are manufacturing beautiful, durable furniture; these claims cannot be quantified and are therefore merely a matter of opinion. One consumer could experience IKEA furniture and regard it as the best design and manufacturing initiative to have ever been implemented in the home furnishing market; another could experience the very same furniture pieces and be completely aghast and appalled by the very idea that these products were regarded as either beautiful or durable. Moreover, they claim to be responding to the home-fur nishing needs of those all over the world; those who have different styles, tastes, and budgets. This is partially false due to the very nature of their marketing. They are not responding to the individual needs of the world, rather they are addressing the various home furnishing needs with the Scandinavian-answer. They are marketing their limited furniture blueprints, styles and designs in an attempt to convince their target markets to change the way they think about furnishings (ephemeral vs permanent, minimalist vs elaborate). They are claiming to be the panacea for those who exist in a world without affordable, high-quality furnishings; they claim to side with the masses. They create a sense of class-warfare and claim that they cant accomplish their noble goal without the help of the consumer. So they propose this seemingly harmless bond between IKEA and customer, because evidently one of the most profitable corporations in the world whom holds some of the most powerful brand re cognition ever, couldnt continue to offer low prices if they had to build their own furniture. It seems slightly ridiculous when you dissect the advertising logically. There is no doubt that forcing the customer to build their own furniture translates into cost savings, but to what extent do the consumers actually get to enjoy those benefits? Nonetheless, they continue to lower prices and increase market share, so their strategy seems to be working very well. The fact that IKEA hopes to have fifty stores in operation in the Unites States by 2013 is an indication of how optimistic the company is about the viability of its value proposition in this country. Do you think IKEA is being overly optimistic in its growth plans? How would you improve IKEAs value proposition to make it even more attractive to American consumers? IKEA will most likely attain its goal of having fifty stores in operation in the U.S. by 2013. However, it will be a challenging task to accomplish without applying significant changes to the overall approach IKEA has taken regarding the U.S. First, they need to perform market research regarding the purchasing trends of not only their current customer demographics, but more importantly, the demographics of the customers that they are not attracting. Secondly, they need to familiarize themselves with the distinct and separate styles to which Americans are attracted. The ability to transpose the traditional (American) way of thinking regarding interior design with a more European (Scandinavian) based fashion may not be advantageous for IKEA. Additionally, the products that IKEA offers are too limited in their usability in different regions of the country. Just as different parts of the world appreciate different styles, different regions of the U.S. do as well. The U.S. is unique that it encompasses all the different ethnicities of the world in a free market, the ability of IKEA to convince every separate ethnic groups individual preferences may not be realistic either. The capacity for adaptive change will be the key to IKEAs continued existence and prosperity. It is a win-win for every party involved: If IKEA performs research to determine what they need to change to be successful in America they: a.) will continuously attract their loyal customers with newer design releases, b.) may capture new market segments of consumers that never considered IKEA an option (through advertising their upgraded and expanded product line) and c.) could recapture discouraged consumers that tested the products, but are no longer interested in the IKEA brand. To achieve the kind of growth that IKEA is hoping for, should the company change its product strategy? If so, in what way(s)? What about its product range-are there limitations to the matrix approach? Should the company expand its product lineup to include a greater number of styles and price points? In what other ways should the company consider changing its product lineup? It should expand its belief that the whole world can be convinced to accept the Scandinavian design is the universal taste in furniture. Most importantly, they need to implement three progressive features to their business model (especially in U.S. market). First they need to adopt a higher quality brand image of their limited product line than they currently possess. After a much needed expansion of their product line, they need to market the increased quality and expanded selection. If they are going to increase the number of stores, then an expanded product line is necessary to attain customers in these new geographic areas. They have the image of simple, functional, stylish furnishings, however price can determine quality and certain consumers have a high aversion to companies that claim that their products are high-quality, but not meant to last a long time; or that their products are beautiful and stylish, but cheap at the same time. These paradoxes are detrimental to the attainment of consumers that are actually affluent. Secondly, they need to adjust to the market in which they are advertising. If they are operating in Midwestern U.S., then after performing market research they need to advertise the products that appeal to that locations population the most. Third, they need to increase the availability of services in their stores, such as delivery for those who cannot transport the number of furnishings they need to outfit their home, financing for large purchases, and company assistance with the assembly of their products. All of these could be acquired at a premium if the consumer chooses to do so. The availability of these offers could further eliminate the consumers that dont consider IKEA an option. IKEA claims to market to the predominantly low-middle income, young, urban and suburban, educated, professionals but at the same time they claim that their typical consumer is sophisticated enough to appreciate fine wine and fine food, participates in international travel with their frequent flier miles, etc. This paradox is illogical in and of itself as well. The ability of a young, educated, low-income, urban dweller to spend their limited disposable income on fine wine, food, and international travel (all the while doing so by saving money on their affordable, yet chic home furnishings) is highly unlikely. The more likely scenario is that this image of the IKEA consumer is the representation that they wish to project in hopes of attracting consumers who wished to be viewed as this depiction as well. It is doubtful that a successful individual with fashionable tastes will spend their income on temporary, particle board furniture. That is the equivalent of considering a McDonalds s ophisticated, urban dining just because it happens to be located in the center of downtown in a metropolitan area. If you had to predict, what do you think IKEAs value proposition and product lineup will look like in ten years?   IKEA will most likely use the size and strength of its organization wisely to expand its product line drastically, increase the availability of corporate offers in order to make its products even more attainable for the consumers, and will implement a locality philosophy to provide certain geographic areas with the styles the local population demands. It will also have a high probability of implementing a massive marketing campaign so as to expose other potential markets to its innovative and efficient designs prior to expanding, thus increasing future demand in locations that may eventually receive an IKEA store. IKEA will most likely also continue its approach to manufacturing by using outsourced manufacturing locations in order to avoid unnecessary costs. IKEA has a high probability of surviving and prospering due to its differentiation/low-cost strategy. Some industry observers have suggested that IKEA should open a number of smaller, satellite stores across the United States (e.g., in shopping malls, strip malls, etc.). By offering a limited range of IKEA products, these IKEA Lite shops would presumably give consumers who do not otherwise have access to a full-size IKEA the opportunity to experience the brand. In addition, consumers who do live near a full-size IKEA would be able to use these mini-outlets to make minor purchases (e.g., purchase a set of mugs, as opposed to an entire living room set). Do you agree with this idea? Why or why not? No, I dont believe that this is in the best interest of IKEAs overall corporate strategy. They have carved a niche in the home furnishings market by doing exactly what they have determined to be the more effective manner of cost-reduction (based on market research). Smaller home furnishings can be attained and purchased through their business-to-customer internet portal through the company website. Usually, consumers are more comfortable purchasing small, inexpensive items over the internet over large, costly items. If IKEA was to implement smaller IKEA-lite stores, they would then be competing with stores such as Bed, Bath Beyond and Pier 1. Their differentiation strategy of self-shopping and self-assembly would be rendered either unavailable or no longer a competitive advantage. Furthermore, the cost incurred to operate and ship small items to these satellite stores would increase the overall costs of the items. The profitability of IKEA comes from the savings of selling large home furnishings to consumers that are willing to assemble the products themselves. The sale of smaller, tier 2 and tier 3 items such as towels, mugs and cups, and storage containers are profitable due to the fact that the consumer is in the main facility looking for large home items. The sale of secondary items is available to complement the larger items. The implementation of smaller, IKEA-lite stores would not be recommended as it conflicts with their current corporate strategy and there is no discernible benefit in changing the methodology at this point in time.

On Iron Laws of Economics :: Economics Essays

On "Iron Laws" of Economics ABSTRACT: 1. A strong interest shown by modern society to the sphere of economic attitudes, and connected to it the growing authority of the economists. - 2. Perception about the "iron" laws of economics as highest criteria of economic activity and life in general (economic fatalism). - 3. An exploration of the most widespread motives of housekeeping: struggle for a survival, earning one's "life", earning on "the black day". - 4. Logical "circumvention" of all these motives confirmed by the daily facts. - 5. Managing for the sake of managing - professions for amateurs. - 6. Narrowing the sphere of action of the economic "laws" from "all" to "wishing". - 7. Optionality of the "iron laws" of economy, even for those wishing to be engaged in it. (with examples). Dependence of economy on ethics and psychology. - 8. The essence of the moderate fatalism, its incompleteness and discrepancy. - 9. Economics as a game, initiated and regulated by the government. Decreasing of the status of econo mic game with the eldering of the population. - 10. Inevitability of occurrence of "shadow" sector in economy, which considers as its basic purpose the obtaining of the profit. 11. A dilemma rising before any man without preconception: to admit economy to be a "dirty business", fun for the adults, or to search for the "third" way, which... 12. ...on my sight, consists of returning to the initial sense of the word: economics-a reasonable running of an economy, or keeping house keeping) - 13. The elementary analysis of this definition. - 14. The task of philosophy of economics in the given context. - 15. Concept of "organic economics" demanded by real life, instead of the obsolete, and diminishing influence of the exclusively mechanical approach. Universal character of this concept. "Economics is a special world, with it's own laws and problems, dramas and contradictions" — The textbook "Modern Economics" Respectable colleagues! It's unlikely, that I need to explain to any of you, what place in our life the phenomena of economic order has achieved. The well-known "market attitudes" have penetrated into practically every, sphere of our life, even most intimate. The leading economists, beginning from Marx and ending with the present "liberals", habitually incur the role of critics and prophets, predicting the possible and even the certain future. In their own declarations, they have the right to do it, because of a vast knowledge of the nature of economics.

Against Happiness by Jim Holt Essay -- Against Happiness, Jim Holt

Jim Holt fails to label happiness as yet another social evil in "Against Happiness", an essay in the sunday magazine of the New York Times from June 20, 2004. In this essay Holt argues that: "Sad people are nice. Angry people are nasty. And, oddly enough, happy people tend to be nasty, too." This presents an intriguing, counterintuitive arguement to his readers, and while this is definately an intresting arguement to engage in, Holt falls short of convincing me of happiness' darkside. Sometimes he seems to just be rambling- this piece feels more like a discussion than an arguement, many times in the essay he reports evidence which may be convincing, if it wasn't immediately deflated by counter evidence or the author's own cautiousness, and worst of all, the report used to support his otherwise irresitable thesis, doesn't support it at all. The appeal in "Against Happiness" seems to be purely emotional. It seems that Holt belives that if the reader questions happiness enough, and gets sideways enough about the definition of happiness, they might be confused and paranoid enough to start beliving that maybe, possibly, if happiness were like that, and if happy people might do that, then I guess it may be possible that happiness could be bad in a certain circumstance. According to Holt's research, happiness is: a mood, an "'everything is fine' attitude that reduces motivation for analytical thought", "positive affect" (Holt later comments that "Elaborate scales have been invented to measure individual happiness, but researchers admit that difficulties remain), "well feeling", "a shallow and selfish goal", "a psychiatric disorder" (although Holt rebuffs by saying "that may be going a bit far"), and "An agreeable sensation arising from contem plating the misery of another" (Holt again steps back, "theres no need to be that cynical"). Thats a confusing combination that leads to a very loose definition of happiness, which makes this a difficult arguement to follow. The evidence Holt uses might work if he didn't undermine it by questioning it or prividing a counterpoint. He seems to be overly cautious, almost like he's having a hard time believing it. On one hand, "the United States consist... ...al. Maybe it was just an overlooked mistake by Holt, but considering that NYT's fact checking department was involved, and considering Holt writes in trusted, widely circulated publications like The New Yorker, The New York Times, and Slate, this is a mistake he simply should not make. Holt's misuse of evidence, poor use of other evidence, lack of support, lack of definition, and almost neutral stance make his arguement impossible to get behind. His message comes across unclear, and I'm still not sure what to think of it. It lacked the power to illicit an immediate response from me, and I'm sure many other readers. Please do your readers a favor Mr. Holt- next time you decide to kick an idea around, don't stake your claim in bad science, don't convince by confusion, and please use less "journalistic caricature". DeSteno, David, Dasgupta, Nilanjana, Bartlett, Monica Y. & Cajdric, Aida (2004) Prejudice >From Thin Air. Psychological Science 15 (5), 319-324 Misreporting Science in the New York Times: Against Happiness By Martin E. P. Seligman July 29, 2004 http://learnv.ycdsb.edu.on.ca/lt/FMMC/hpteacher.nsf/Files/mcmanad/$FILE/auth2.html

Analysis of Donnes The Bait and Marlowes Passionate Shepherd to His L

Love, an extremely and unsurprisingly popular topic among writers in every time period and corner of the world, is the central subject of two similar, yet contradicting literary works – â€Å"The Passionate Shepard to His Love† by Christopher Marlowe and â€Å"The Bait† by John Donne, respectively. Each author masterfully utilizes imagery, but in different ways to achieve two different purposes. Marlowe’s idealistic vision of what love should be is countered by Donne’s rather cynical realism. Both works begin with an identical first line that is followed by a line that Donne alters from Marlowe’s original line. The change seems subtle yet it contains thematically significant meaning. Marlowe’s second line reads â€Å"†¦and we will all the pleasures prove†¦Ã¢â‚¬  while Donne slightly changes the latter of the two – â€Å"†¦and we will some new pleasures prove†¦Ã¢â‚¬  The discontinuity lies in the wording as Marlowe fails to recognize the negatives connected with relationships. Donne acknowledges these hardships, replacing Marlowe’s extreme word choice - â€Å"all† to â€Å"some†. The alteration provides a more realistic approa...

Business Strategy Simulation Analysis

The actions build into my strategic plan to achieve competitive success with my strategy were to: 1. Offer a wide variety of products in order to give consumers more choices and appeal to the diverse preferences of a larger consumer base. This was to be accomplished by increasing the number of models produced at both the North American (NA) and Asia-Pacific (AP) plants for sale in the internet and wholesale segments in all four regions. 2. Offer attractive, high-quality products that will hold up to wear and tear in order to provide consumers with increased value.This was to be achieved by using a higher percentage of superior materials versus standard materials for production, incorporating more enhanced styling features into the products, and investing heavily in Six Sigma/TQM programs to improve the quality of the workmanship that went into the products and to reduce the number of defects. 3. Offer products at a price that is reasonable and considerably lower than that of rivals o ffering shoes of similar style and quality.This was to be accomplished by managing production costs and  setting a lower profit margin. To manage production costs, the majority of the products were to be produced at the AP plant and shipped to the other regions. Due to the lower production costs at the AP plant, the company would still be able to achieve the target profit margin even with the additional costs of shipping the products to the other regions. Since the costs of production in the NA plant were significantly higher, the additional costs of shipping to the other regions would not allow the company to offer the products at the lower cost. Therefore, most of the product from the NA plant were to be sold in that region to avoid the additional shipping costs.Additionally, production costs were to be managed by increasing the number of products produced per employee and reducing the number of rejects through investment in best practices training, higher base wages, and increa sed incentive pay to the employees for improved and increased production. The selling price for each product was to be kept the same and increase only slightly each year in order to increase and maintain a loyal customer base through consistently reasonable pricing.The actions built into my strategic plan to achieve financial success with my strategy were to: 1. Reduce production costs through improved efficiency of operations. This would be accomplished by investing heavily in Six Sigma/TQM programs in order to improve the quality of workmanship that went into every product. Better quality production reduces the likelihood that customers will end up with defective, low-quality products that could severely damage the company's image.Additionally, by investing in best practices training for the employees and offering higher base wages and incentive pay, the plan was to increase the number of products produced per employee and reduce the number of units ultimately rejected. Increasing employee production allows the company to create more product with the same amount of resources and improving the quality of their work reduces the amount of resources wasted on rejected units. 2. Take a conservative approach in financing operations. This was to be achieved by reducing the amount of debt and not taking any unnecessary financial risks.To reduce the amount of debt, the plan was to have the company pay off loans early in order to save monthly interest expenses. To avoid taking financial risks, the company was to use financial resources to improve the capacity and performance of the existing NA and AP  plants rather than invest in new plants in other regions. The other objective of these action plans was to increase the company's financial rating so that future financing could be obtained at reduced interest rates should the need arise to finance the construction of a new plant.†¢ Why you selected the strategy you usedThe reason I selected the Best-Cost Provider Strategy for Kix Footwear was two-fold. First, the competitive strategy of offering a wide variety of attractive, high-quality shoes was based on what consumers, such as myself, would like to see from a shoe manufacturer. As a middle-income consumer, I work hard to earn the money I have and my disposable income is limited. When I shop for shoes I want to have a variety of shoes to choose from that are well-made and will last without sacrificing style or having to secure a loan to purchase them.The large majority of consumers are also middle-income and I wanted to target the largest market. Therefore, I decided that my strategy would be to provide consumers more value for their money. I planned to achieve this by producing and offering a large number of models to satisfy the need for more choices and to incorporate more enhanced styling features into each model, use higher quality materials, and invest in Six Sigma/TQM programs in order to improve the attractiveness and quality of t he shoes produced.My strategy to maintain reasonable prices was to invest in best practices training and offer higher base wages and incentive pay to employees in order to increase the number of pairs produced per employee and reduce the number of rejected pairs, thereby reducing the production costs per pair.Secondly, the financial strategy of reducing production costs and taking a conservative approach to financing operations was based on improving profit margins and managing risks. Therefore, my strategy to reduce production costs and improve profit margins was to invest in best practices training and offer higher base wages and incentive pay to employees in order to increase the number of pairs produced per employee and reduce the number of rejected pairs, thereby reducing the production costs per pair.With lower production costs per pair, the company would be able to retain more of the  revenue generated from sales resulting in an increased profit margin. My strategy to manag e risks was to reduce the company's debt obligations by repaying loans early and not incurring any further debt unless absolutely necessary. To avoid further debt, the strategy was to maintain a cash flow sufficient to pay expenses as they came due without having to obtain short-term financing and to increase production capacity by improving or expanding existing production facilities rather than by constructing new facilities in other regions.1. Evaluate the effectiveness of your strategy.The effectiveness of my Best-Cost Provider Strategy to provide consumers with a wide variety of attractive, high-quality products at an affordable price by using better materials, improving efficiency, and taking a conservative approach to financing operations was fairly successful. With the exception of the first and final years, Kix Footwear was one of the top three companies in the industry.As the game began, Kix started out in 5th place overall with slight increases in Earnings Per Share (EPS) of $0.02, Return on Equity (ROE) of 1.3%, and Stock Price of $0.42/share. By the end of the second year (Year 12), the company had more moderate increases of $2.33 in EPS, 8.3% in ROE, and $56.15/share in Stock Price, putting me 3rd place overall with a +13 point change from Year 11.Kix maintained its standing in 3rd place throughout the game until the final year, occasionally sharing it with Company E. The final EPS for Kix Footwear at the end of the game (Year 18) was $9.08, an increase of $6.39 overall; ROE increased 4.2% to a final score of 19.2%; and the Stock Price in the final year was $172.67/share which was an increase of $140.67/share.While my strategy for Kix Footwear was fairly successful, I believe that the company’s performance could have been better if I had been more willing to take financial risks. My attempts to increase production capacity were not as effective as I had hoped, causing my company to lose many sales to my competitors with the foresight to bu ild additional capacity at the onset of  the game.Additionally, I underestimated the competition's aggressiveness in obtaining celebrity endorsements and was too risk-averse to bid high, which resulted in my initial bids to be incredibly low compared to those of my competitors. Ultimately, I was not able to obtain celebrity endorsements immediately due to my low bids, which hurt my image and cost me sales.Due to my setbacks in failing to adequately increase capacity and obtain celebrity endorsements, I lost focus on my original deliberate strategy and began implementing a reactive strategy based on mimicking the actions of the 1st and 2nd place competitors. I reduced the number of models I offered and raised my prices substantially, both of which are directly in conflict with my initial strategy. Mimicking the strategy of a rival is rarely successful and did not prove to be so in this situation.As a result of this change in strategy, the company slipped slightly in Year 14, with E PS falling from $5.08 to $4.57, ROE decreasing from 20.4% to 16.0%, and Stock Prices slipping from $96.87/share to $83.20/share. I immediately realized my error and returned to my original strategy by offering more models at lower prices. The outcome was that I was able to regain my competitive advantage the following year (Year 15) and my scores reflected this as EPS rose to $6.03, ROE to 18.7%, and Stock Prices to $105.63.C. Evaluate your ability to identify competitors’ strengths, weaknesses, and strategies during the simulation.My ability to identify my competitors' strengths, weaknesses, and strategies during the simulation were at first not as good as I had hoped they would be. My focus at the beginning of the game remained only on those companies that were ahead of me or directly below me. The other companies did not factor into my strategic decision-making and, as a result, I lost out on a vital purchase of additional capacity at the beginning of the game which set me back slightly.Additionally, because of my failure to monitor my external environment, I was taken by surprise when Company E gained ground in Year 13, coming from 6th place to being tied for 3rd place with me. I realized at that point, that it was necessary to watch all of my competitors, not just the ones that I wanted to surpass. An ambitious company can make significant  changes to their strategy and overcome rivals quickly. For a company to maintain a competitive edge, it is important to closely monitor the external environment in order to identify competitors with the ambition, capabilities, and resources necessary to pose a real threat and prepare a strategy to protect against that threat.As the game continued my ability to identify competitor strengths, weaknesses, and strategies improved. I watched the behaviors of all of the companies, not just the most successful ones, and made strategic decisions based on taking advantage of weaknesses in my competitors in order to gai n their market shares and adjusting my strategy to take advantage of consumer preference trends. For example, I noted that there were a lot of sales in the wholesale segment were lost in all of the four regions by companies that were offering products for the private-label segment. I decided to avoid the private-label segment because the profit margin was less than in the internet and wholesale segments and to provide as much product as I could to those segments in order to gain the market shares of those companies supplying the private label segment.Additionally, there was more production capacity available than there was demand and this continued to be more pronounced each year. Therefore, rather than create more capacity through new construction, I decided to increase my capacity by purchasing it from other companies. With this increased capacity, I was able to better meet the demands of the wholesale and internet segments in all four regions without the monthly interest expense of a construction loan. The results were that I had fewer lost sales in the wholesale segment than those companies offering product for the private-label segment, achieved higher levels of sales revenue, and received an A+ credit rating.1. Discuss how successful you were in predicting your competitors’ next moves.My success in predicting my competitors' next moves was initially very good and then began to lag as the game continued. I believe that my initial success was due to the fact that every company was starting out in exactly the same position and faced with identical market conditions. Therefore, I simply predicted that my competitors, in reviewing and analyzing the same market conditions as I, would come to the same or similar conclusions and react in much the same way as I would. Regardless of the strategy each company wanted to execute, the fact remained that production costs were less in the AP plants than in the NA plants.So I predicted that most of the companies w ould concentrate their production in the AP region and ship to the other regions. I also assumed that most of the companies would raise their prices, a few would keep them the same, and that none were likely to lower prices. My predictions were accurate enough during the first two years that I received bonus points for being so close.As the game progressed, I was not as successful in predicting the moves of my competitors. I believe the first cause for this outcome was the fact that I was focusing only on the actions of the companies that were ahead of me of just below me rather than monitoring the entire external environment. I failed to recognize the importance of watching all of my rivals in order to identify potential threats to my market share.My predictions, therefore, were essentially my predictions for only those 3 or 4 successful competitors as a group, not the entire industry as a whole. Additionally, as the game continued, I found it difficult to find enough time to analy ze each company properly given the time constraints. There was very little time between years for analysis and decision-making and, coupled with working full-time and family obligations, I only had enough time to perform a cursory review and analysis before entering my decisions in order to meet the deadlines. I believe that given more time, I would have been able to more accurately predict my competitors' moves within the game. D. Discuss how sustainable the most dominant competitive advantage achieved by any company within your industry was.I believe that the most dominant competitive advantage achieved by any company within the industry was very sustainable. The top company within the industry, Company B, achieved competitive advantage by building capacity within the first two years and continuing to build throughout the game in all four regions; winning and maintaining celebrity endorsements year after year; and by investing significantly in advertising.This strategy was about  taking significant risks and it resulted in increased buyer demand, product differentiation, and perceived value. Company B had the capability of producing more product in all four regions than any of the other companies in the industry and enabled them to better meet the increasing demand for their product due to their successful advertising campaigns and celebrity endorsements. They were also able to eliminate all costs associated with shipping product from one region to another, which the other companies were not able to do. This company was able to maintain a 1st place standing overall throughout the game, with the exception of Year 13.By immediately increasing capacity and doing so in all four regions, Company B was able to increase production to meet increasing demand and eliminate the additional operating costs of shipping product from one region to another, keeping production costs down and increasing profit margins. The company also managed to successfully win bids for ce lebrity endorsements by the second year and maintain a high level of celebrity contracts throughout the game by bidding high. These celebrity endorsements, along with significant investments in advertising campaigns, allowed the company to boost consumer demand, increase product differentiation, enhance consumer perceived value, and command a higher price for their product.This company shot to the top of the industry immediately by taking advantage of market conditions through aggressive strategy and risk-taking. Once at the top, the company was able to sustain their competitive advantage by building on their strengths of increased capacity and demand. Increased capacity allowed the company to gain market shares from those companies unable to meet demand and demand for their product was created through numerous celebrity endorsements and considerable advertising.E. Compare the selected strategy to three following tests of a winning strategy:The generic competitive strategy that I se lected for Kix Footwear was to provide consumers with a wide variety of attractive, high-quality products at an affordable price by using better materials, improving efficiency, and taking a conservative approach to financing operations. A winning strategy can be determined by applying three tests; The Fit Test, The Competitive Advantage Test, and The Performance Test.The Fit TestTo pass The Fit Test, a company's strategy must fit the current situation, both internally and externally. Internally, the company must be able to execute the strategy with their available resources and current capabilities. For a good external fit, the strategy must be aligned with the current market conditions.I believe that my strategy passed The Fit Test because it was a good fit internally and an adequate fit externally. Internally, my strategy was based on improving the resources available to me and building on our capabilities, such as existing facilities and current employees. My strategy consisted of investing in improvements to existing facilities in order to increase capacity and investing in enhancements to my labor force through best practices training and higher base wages and incentive pay in order to retain their valuable knowledge and experience.My strategy from an external standpoint was only adequate. As it turned out, industry demand rose much higher than I expected and my strategy to increase capacity through improving existing facilities was not enough to keep up or get ahead. As a result I lost sales to those competitors with enough courage to take risks and build additional capacity.The loss of sales due to being out of stock damaged my company's image and affected future sales. My reactive strategy to loss of sales due to insufficient capacity was to purchase capacity from other competitors in the industry. This allowed my company the ability to better meet demand and lose fewer sales due to being out of stock. As a result, my company was able to regain the 3r d place position in the industry and remain there until the final year. †¢ The Competitive Advantage TestFor a strategy to pass The Competitive Advantage Test it must be capable of  helping the company achieve a sustainable competitive advantage. To be considered sustainable, a company's competitive advantage over rivals must be long-lasting and not just a brief period of exceptional performance. My company's strategy throughout the game was to provide a wide variety of high quality shoes for a reasonable price, which was followed each year with the exception of Year 14. During this year, I lost focus and changed my strategy to mimic those of the companies ahead of me, resulting in considerable losses.I returned to my original strategy in Year 15 and saw significant increases, returning my company to its former position in 3rd place where it remained until the final year. The ability to remain within the top 3 companies in the industry for the bulk of the game and have steadi ly increasing sales revenues each year speaks to the sustainability of my company's competitive advantage and, therefore, I believe that my strategy passed The Competitive Advantage Test.  The Performance TestThe Performance Test requires that a winning strategy result in strong company performance. Indications of strong company performance are profitability and market standing. I believe my company's strategy passed The Performance Test because it resulted in excellent profitability and good market standing. In terms of profitability, my company experienced consistent increases in net revenue each year and, with the exception of Year 14, showed a steady increase in EPS. Additionally, ROE met or exceeded investor expectations every year and unit sales in both the internet and wholesale markets increased steadily each year with the exception of the final year. In terms of market standing, my company maintained a global market share of between 8% to 10% throughout the game, met or e xceeded investor expectations for image rating every year starting in Year 14, and remained one of the top 3 companies in the industry until the final year.F. Explain how effectively you applied value chain analysis during the simulation.My effectiveness in applying value chain analysis during the simulation was fairly good, but I failed to recognize the reasons for my competitor’s success in the beginning and it cost my company image points, resulting in less market share.As the game began, I analyzed what my competitors were doing to add value for their consumers and my conclusion was that they were increasing capacity so that they could provide more product in each region without the additional costs of shipping from one region to another. What I failed to realize is that, in addition to building capacity, they were also building demand for their shoes through product differentiation and increasing consumer perceived value. This was accomplished by investing heavily in adv ertising and placing high bids for and winning celebrity endorsement contracts.Since I was unable to secure any celebrity endorsement contracts immediately and my competitors were offering the same number of models with the same S/Q rating as my company, I tried to create more value for my customers by increasing the number of models I produced, increasing the amount of enhanced styling, and raising my product’s S/Q rating.My analysis of my competition also revealed that they had an advantage in that they were able to provide better value to consumers by producing locally in order to avoid shipping charges and costs lower. To create more value for my consumers in this activity, I purchased more capacity in the AP region because the production costs there were much lower than those in the NA region and, even with the additional costs of shipping product to the EA and LA region, I would still be able to provide my customers with high quality shoes at a reasonable price as well as achieve a healthy profit margin.G. Evaluate how effectively you addressed three important issues in order to achieve competitive and financial success for your simulation company.Model availability My effectiveness in addressing model availability in order to achieve competitive and financial success for Kix Footwear was very good. I initially kept the number of models consistent the first year (Year 10), but quickly realized that without the advantages of having celebrity endorsements I needed to offer something to consumers that would differentiate my product, provide more value to my customers, and give me a competitive edge. To achieve these objectives, I increased the number of models I produced and offered for sale as well as increased the style and quality above that of my competitors. As a result, despite not being able to obtain very many celebrity endorsements, consumer demand and sales rose enabling Kix Footwear to come from 5th place in Year 11 to 3rd place in Year 12 , remaining there until the final year, and showed steady increases in sales revenue throughout the simulation. Corporate CitizenshipMy effectiveness in addressing corporate citizenship in order to achieve competitive and financial success for Kix Footwear was dismal at first and improving only slightly by the end of the simulation. When I began the simulation I did not pay much attention to the corporate citizenship aspects of decision –making, but due to my falling image rating and inability to obtain celebrity endorsements, I turned my attention to corporate citizenship.I invested in using recycled materials throughout the simulation, then began making small charitable donations, increasing it slightly each year. Towards the end of the simulation, in an attempt to further boost my image rating I began investing in ethics training and enforcement. While the efforts did boost my company’s image slightly, I believe I could have demonstrated better corporate citizenship and realized better competitive and financial success by increasing my attention to this area.Fiscal responsibility My effectiveness in addressing fiscal responsibility was very good during the simulation, but not excellent. I was very focused on eliminating all outstanding debt to avoid the monthly interest expenses and achieve an A+ credit rating in preparation for the possibility of needing capital in the future at a lower interest rate. While this aspect of my strategy was quite effective and I believe that my credit rating helped boost the company’s attractiveness to investors in that the credit risk was very low, my company  should have been putting the available capital to use to increase investment earnings. Rather than simply sitting on the available capital, the company should have invested it in order to increase investor’s return on equity. In that respect, I feel that I was not effective in addressing fiscal responsibility.

Federal Death Penalty Abolition Act of 2007 Essay

Abstract The object of the Federal Death Penalty Act of 2007 (S. 447) is to abolish a wide-range of capitol offenses falling under the Immigration and Nationality Act. This act also commutes the sentences of current and future federal death penalty felons from the death penalty, to life in prison, without the possibility of parole. Public opinion within the State of Michigan and throughout the United States is a concern, along with the press exposure and issue coverage. The GOP and Democratic parties must take firm stances with the issue in the bill, while certain special interest groups will be making public claims in the media and through the judicial system. Furthermore, there are electoral concerns within the State of Michigan that cannot be ignored, as re-election is a reality. History This legislation has been introduced within the Senate and/or House since 1999, and has likewise been rejected by either the Senate Judiciary Committee or the House Judiciary Sub-Committee on Crime, Terrorism, and Homeland Security each time.1 Originally introduced by Sen. Russell Feingold [D-WI] in 1999 and again in 2007, it has carried as many as 46 cosponsors in the House of Representatives while only carrying one in the Senate. Currently, the bill has no cosponsors and has again, been referred to the Senate Judiciary Committee for further review, however no major actions have occurred since April, 2007 when introductory remarks were made by Sen. Feingold regarding the issue. (Death Penalty, 2007) Public Opinion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   For 158 years, the Michigan voters have been founded in their unwavering belief for the abolition of the death penalty. Through all of those years, the voters have felt as though the prejudicial value outweighed the probative value in accepting the death penalty as a reasonable solution in sentencing standards within the State. Furthermore, the State was the first to abolish the death penalty and Governor John Engler supported the decision   to abolish the death penalty by saying, â€Å"I think Michigan made a wise decision 150 years ago† while going on to say, â€Å"We’re pretty proud of the fact that we don’t have the death penalty.† Therefore, the public’s opinion within the State of Michigan is understood; the abolition of the death penalty is more than palatable to the Michigan voters. (Bonner, 2000). Media   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Today’s press coverage, regarding death penalty issues, is not nearly as a focused and thorough as it once was. Media conglomerates are focusing more and more on the concept of infotainment, rather than the happenings within the halls of Congress. As a result, showing support for S. 447 would have little coverage, unless the bill made it through the judiciary committee, House, Senate, and to the President’s desk without issue. However, history shows that Congress is not ready to take such a bold step into that direction. Furthermore, press-releases would have to be leaked to the print and television media in the State in order for voters to notice the issue is even being seriously considered in Washington. Once the media knows that support for the abolition of the death penalty, within the federal judicial system might be a serious topic, then that is when the media coverage will be set into motion. Political Parties   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Historically, GOP candidates have affirmed death penalty support, while democratic candidates have vehemently spoken against the practice. However, it is important to note that Gov. Engler is also a Republican supporter of the death penalty’s abolition, who has a tremendous amount of influence within the State as the party’s leader. It is also important to note that in the past, each time the bill received a cosponsor, a Michigan Senator/Representative was on the list as one. Therefore, with the State’s political support base and the legislation’s historical cosponsor trend it is important to give a sign of support. Interest Groups   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In Michigan, the American Civil Liberties Union (ACLU) is one of the primary organizations associated with the abolition of the death penalty. Furthermore, this organization has made serious progress in its fight against this form of sentencing within many other States and should therefore, be monitored. Next, Amnesty International is an organization that, like the ACLU, has initiated an anti-death penalty campaign throughout the United States and has also gone abroad to promote its cause. In addition, the Citizens United for Alternatives to the Death Penalty has promoted its idea to restore justice and investigate alternatives to death penalty sentencing. Even with the many anti-death penalty organizations, there are even fewer pro-death penalty organizations; with most of which being based in Texas. Elections   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Because of the need to take a stance on this issue, the concern for re-election is very real. This is a deeply rooted cause in the State of Michigan and therefore, it should not be taken lightly. A firm stance and an outspoken agenda on initiatives to support this the bill’s stance is a viable course of action to take if and when the option of pledging support towards the merits of S. 447 becomes a reality. The only other alternative is to stay silent on the issue and focus on other issues within the agenda that can be addressed and promoted. However, coming out against this legislation is not an option because of the dangers it would pose for re-election purposes. This is because it would appear to be a unilateral decision to ignore the voice and stance of the voters in the State for the purposes of taking on a personal agenda, without thought or care for the constituents of Michigan. Therefore, the only two avenues of approach are full thwarted support, including co-sponsorship of the bill, or silence and the promotion of other legislative issues. References (2007). Federal Death Penalty Abolition Act of 2007. Retrieved December 12, 2007, from GovTrack.us Web site: http://www.govtrack.us/congress/bill.xpd?tab=main &bill=s110-447. Bonner, R (2000). States With No Death Penalty Share Lower Homicide Rates. Retrieved December 12, 2007, from Death Penalty Information Center Web site: http://www.deathpenaltyinfo.org / article. php . Footnotes 1 Other bills with the same title include the following: S. 1917 (Status: Dead), S. 402 (Status: Dead), S. 191 (Status: Dead), H.R. 2574 (Status: Dead), S. 122 (Status: Dead), H.R. 4923 (Status: Dead).