Charles Dickens and Curleys Wife Essay Example for Free

Charles Dickens and Curleys Wife Essay A comparison of Nancy from Oliver Twist by Charles Dickens and Curleys Wife from Of Mice and Men by John Steinbeck. In the two books both characters can be compared with each other but in many ways they are different in looks, language and personality, but the reasons for which the authors created them is much the same. I believe that Steinbeck created Curleys wife, so that the reader feels sorry for her because most of the other characters in the book try to stay clear of her and do not get to know her, and in a sense, judge her by the way she dresses. On the other hand Steinbeck is trying to express to the reader that looks do not count for everything. The main reason for Curleys wifes creation in my personal opinion is because all of the characters in the book are misfits for example; Lennie is not clever and acts like a child when he is with George by the riverbank and threatens to leave because George becomes annoyed with him. Also Crooks the Negro is crippled and cannot walk very well, but in his own way he is special and well educated. In the same way Dickens creates Nancy as the type of character that the reader feels sorry for but at the same time accuse her for the mistakes she has made, such as running away from Bill Sikes but returning to him because she loves him and cannot bring herself to leave. As the book progresses the reader begins to gain more respect for Nancy but I believe that there is a reason for Nancys death, which is brought about by Oliver and this, is that doing the right thing does not always mean that it is not dangerous to yourself. The two characters have different opinions on their partners and are not treated in the same way, but neither of them is happy with her life. Curleys wife is unhappy with her life and this is most likely because Curly is over possessive of her and all he ever talks about is fighting which makes her a little scared of what he may do to her if he is in a mood. She is always flirting with other men on the ranch like when she is alone with Lennie she says, What you got there sonny boy. We are also given the impression that she is a tart by the way Steinbeck describes what she wears, She wore her bright cotton dress and the mules with red ostrich feathers. Her face was made up and the little sausage curls were all in place. Curleys wife married Curley to get back at her mother after her dreams had been broken because the letter, which she had been promised from Hollywood never, arrived. On the other hand the only reason Curley married her was for his reputation and we know that he is vein due to the way he keeps one hand in a glove in order to keep it soft for her. Curley is also worried about what she may be up to when he is absent and therefore is always snooping around after her, which makes his wife feel trapped. Nancy in much the same way is not loved either but she does really care about Bill Sikes. Unlike Curleys wife, Nancy is assaulted by Bill on many different occasions and is eventually killed by him. The main difference between the two characters is that Sikes is not overprotective of Nancy in the same way Curley is and will let her go out as long as he knows where she is going, the reason for this is that Sikes knows that Nancy is loyal to him. When Nancy meets up with Rose and helps to save Oliver she also offers Nancy a new start but the offer is declined because Nancy does not want to leave Bill Sikes and she says, The main contrast between the two characters is that Nancy loves Bill, but Curleys wife does not love her husband but she cannot leave him because she lives on the ranch and has no other place to stay. The characters partners opinions compare because neither of them really care for their lover. Sikes treats Nancy like a punch bag and she is scared of Curley because he has hit many other people and she is suspense waiting to see if he will lash out at her. In Of Mice and Men Curleys wife is known to some of the other characters such as Crooks, George and Candy as a tart or a bitch and a good example of this is when she walks into the bunkhouse and George says, Jesus what a tramp, so thats what Curly picked for a wife. As George is saying this Lennie is admiringly staring at her saying Shes purty in response to Georges insult. Most of the men on the ranch try to stay clear of her and George warns Lennie about her too, Listen to me you crazy bastard, dont you even take a look at that bitch. I dont care what she says and what she does. I seen em poison before, but I never seen no piece of jailbait worse than her. You leave her be. Lennie refuses not to listen and ends up not taking any real notice of what George has says to him. Oliver respects Nancy, like Lennie is fond of Curleys wife and both of them seem to have child like qualities that judge the characters for who they are and not how they dress or look. In the same way as Curleys wife is despised by the ranch workers, Nancy is looked down on by the upper class people of the nineteenth century. The main reason the upper class residents do not respect Nancy is because she is a prostitute and in the time of Dickens this occupation was the lowest of the low for a woman. When Nancy goes to visit Rose, who is the adopted daughter of the women whose house Oliver broke in to, she is looked down on by the servants and thrown out of the hotel because of the way she looks. Come! said the man taking her to the door, None of this, take yourself off. The servants are not the only characters that look down on Nancy, Fagin and Sikes treat her badly and Dickens describes Sikes as using Nancy as his punch bag. Bill Sikes persists this behaviour even though Nancy looks after him when she is ill and says that she would even walk around the jail if he was arrested, just to be with him, but Sikes replies that she would be useless to him unless she brought a file to help him escape. On the whole I feel that neither of the character are loved and they are judged by the way they look, not by the people they really are inside. Each of the characters is special to one person, in Curleys wifes case Lennie and in Nancys, Oliver. I feel that the biggest difference between the two books is the language and the reason for this difference is the time at which they were written. In John Steinbecks Of Mice and Men the language is simple but strong, the reason Steinbecks characters speak in this way is because thats the way 1930s Americans would have spoken, for example, when George, Crooks and Slim are talking about Lennie, George says, If that crazy bastard foolin around too much, jus kick him out, Slim. There is also a large amount of slang used between the characters, like when George and Curly are talking and George replies, He was gunna put some tar on a split roof.

The Dynamic Changing Nature Of Business Environment Marketing Essay

The Dynamic Changing Nature Of Business Environment Marketing Essay The dynamic changing nature of business environment has necessitated the continuous development and refinement of an organisational strategy encompassing its product or services, operational activities and most significantly the marketing communications. Marketing orientation (the customer oriented business philosophy) has set customer needs and satisfaction as the utmost priority of an organisation. Organisations now sought to seek a competitive edge by establishing superior brand image. According to Asia Market Research (2003), it is due to the proposition that consumers buy not only a product (commodity), but also the image associated with the product, such as power, wealth, sophistication, and most importantly identification and association with other users of the brand. A companys inability to maintain its desired differentiation or meeting basic expectations of performance standards, lapses in technical quality, culpable accidents affecting the safety of individuals, poor servi ce potential or unethical conduct, etc. cause negative publicity of its brand which leads to an adverse impact on its brand image. Although, a negative publicity influences consumer purchasing behaviour, an adequate reaction to such crisis can prevent the negative brand reputation kept to a minimum. An inadequate reaction may result in much negative publicity, whereby consumers will never or hardly ever buy the respective branded article again (Riezebos, 2002). In order to recover the brand from a colossal damage caused by such a crisis and prevent forming further rumour, a reliable, unambiguous and comprehensive message should be communicated to the public. The message should express the organisations concern regarding the crisis and should contain information on its efforts to recover from that crisis. However, most popular forms of communication mix such as advertising, personal selling, direct marketing, sales promotion, etc. have loosen publics confidence because of their superfluous exploitation and therefore can not be relied on to attain greater attention of the targeted audience in such a sophisticated brand crisis communication. Moreover, the extent of information supplied through these mediums is not adequate for changing public opinions. In this context, public relations (PR) is the sole medium which is perceived to be relatively unbiased and effective in establishing direct communication with the mass. During a brand crisis, PR assists an organisation to present a matter in its own point of view and creates a platform to apology to the public for any mistake. Apart from that, properly planned PR initiatives extend the ground for communicating with target audience of an organisation and thus reduce the risk of adverse impact on its brand reputation. This provides the cont ext for an increased importance and emphasis given by brand managers on exploiting the deliberate potential of public relations to assist in protecting, differentiating and upholding an organisations brand image. Rationale for the Chosen Topic There have been a limited number of researches carried out into the role of public relations in brand image crisis management. Although, some researchers have put emphasis on the effectiveness of public relations in brand image crisis communications, most of them have considered it as a secondary function in line with other areas of marketing communications. In a literature, Grunig et al. (2002) tried to establish PR as an independent corporate communication function and claimed its attitudinal superiority over other areas of marketing communications. Kotler and Armstrong (1996) have also acknowledged the significance of public relations over other communications mix in crisis management by stating that consumers are five times more likely to be influenced by editorial coverage than by advertising. (p. 617). However, none of these researchers has attempted to provide considerable evidence to support the credibility of PR in brand image crisis management. Therefore, this study is vital to fill up this substantive research gap. The study will evaluate the significance of PR campaigns in upholding a brands reputation during image crisis. The research findings will aid the decision making of managers who are responsible for corporate communications, marketing or branding. Besides, this will provide them with the guidance to determine the appropriate actions to be taken when a crisis hits the brand image. Most importantly, the study will direct an organisation to allocate PR budget within its communications expenditure. Moreover, this will help managers to identify suitable PR programs or techniques for different nature of image crisis. Last but not least, the study will provide implications of best practice between in-house PR practice and hiring a PR consultancy. Statement of the Problem The principal intent of this study is to establish that organisations now a day prefer to undertake public relations campaigns than other marketing communications mix whenever a crisis hits their brand image. The motive behind such preference might be that, people (i.e. the targeted audience of a PR campaign) perceive the medias and techniques used in a PR campaign to be relatively unbiased source of information than other widely used communications mix such as advertising, sales promotion, personal selling, direct and interactive marketing, etc. So, the information delivered through PR programs is positively accepted by public. Therefore, an organisation can easily achieve its crisis communications objective i.e. restoring the brand image through addressing negative issues in positive manner or apologizing to the public if necessary. However, among a variety of PR programs and techniques, the most persuasive one need to be identified and consequences of both in-house PR practice and hiring a PR consultancy should be addressed. Research Questions Answers to the following questions are desirable in order to accomplish the research goal: Is there any shift in the preference and usage of public relations in brand image crisis communications? If such a shift has taken place, how much increase has there been in various organisations public relations budget? Is public relations credible in defending negative publicity during brand image crisis? To what extent is it effective than other channels of marketing communications in influencing public opinion and restoring a brand? Which specific type of PR program or technique is considered most persuasive for changing consumers perception? What are the underlying reasons for such consideration? Which one does an organisation regard as best practice for crisis communications? Holding an in-house department for PR practice? Or hiring an external PR consultancy? What dominates its choice of best practice? Research Aims Objectives The significance of the proposed study rest on the following five issues: To analyse the degree of preference given to PR as a brand image crisis communications function in different organisations; To determine the level of shift in various organisations PR budget; To evaluate the credibility of public relations in defending negative publicity during brand image crisis and to compare its effectiveness with other channels of marketing communications in influencing public opinion; To identify the most persuasive PR program or technique among various practices for changing consumers perception. To establish the best practice between holding an in-house department for PR practice and hiring an external PR consultancy; Structure of the Dissertation Chapter 2 Literature Review Provides a review of the relevant previous research, literature and assumptions primarily consisting of various models, theories, analysis, organisational practices and practitioners remark regarding public relations, brand image crisis, etc. In a whole, this chapter provides a conceptual framework of the study. Chapter 3 Methodology Discusses chosen research method to achieve research aims and objectives (i.e. research design, sampling method, data collection procedure, analytical techniques, ethics, reliability, validity and the pattern of presentation of gathered data). Chapter 4 Findings, Analysis Discussion Present the gathered data with relevant analysis. Provides a comparison between the findings and the emerged frame of reference of this study and summaries research findings in light of research questions. Chapter 5 Conclusions Recommendations Includes summary, comment, recommendations and implications for organisations, limitations of the study and scope for future research. Chapter 2 Literature Review This chapter provides a critical review of the previous research, literature, assumptions and organisational implications which are relevant to this research. In light of related theoretical models, issues, concepts, analysis, organisational practices and practitioners remark, it presents a conceptual framework of the study. The literature review is divided into seven major sections: Marketing Communications Mix Public Relations (PR) Brand Brand Image Crisis Its Impact Role of Public Relations in Brand Image Crisis Communications Ethical Issues in Public Relations Summary Marketing Communications Mix Marketing communications mix refers to the various channels used to communicate a promotional message of a companys offerings to the target customers. According to Rowley (2006), an appropriate marketing communications mix is fundamental to achieve the objectives of any given promotion strategy. Lancaster, Massingham and Ashford (2002) states that, the basic purpose of different communication modes is to communicate with customers in order to persuade them to buy the companys products. Among various modes of marketing communications Kotler and Armstrong (1996) defines five major channels as following: Advertising: Any paid form of non-personal presentation and promotion of ideas, goods, or services by an identified sponsor. Sales Promotion: A variety of short-term incentives to encourage trail or purchase of a product or service. Public Relations Publicity: A variety of programs designed to promote or protect a companys image or its individual products. Personal Selling: Face -to-face interaction with one or more prospective purchaser for the purpose of making presentations, answering questions and procuring orders. Direct Interactive Marketing: Use of mail, telephone, fax, e-mail or internet to communicate directly with or solicit response or dialogue from specific customers and prospects. Public Relations (PR) Defination Public relations practitioners and scholars hold different assumptions in terms of defining and describing the purpose and effects of public relations. According to the Chartered Institute of Public Relations (2008), Public relations is the discipline which looks after reputation, with the aim of earning understanding and support and influencing opinion and behaviour. It is the planned and sustained effort to establish and maintain goodwill and mutual understanding between an organisation and its publics. This definition provides an idea that public relations is one of the corporate communication functions that focus on establishing a superior brand image of the organisation or its products or services. Kotler and Armstrong (1996, p.616) defines public relations as a variety of programs designed to promote or protect a companys image or its individual products. According to Grunig (1992), some scholars describe public relations as dissemination of information, resolution of conflict or promotion of understanding (p.4). He suggests an academic definition for public relations as the management of communication between an organisation and its publics. McElreath (1996) describes public relations as a management function that uses communications to facilitate relationship and understanding between an organisation and its publics (p.3). Cutlip et al. (2000) defines PR as the management function that establishes and maintains mutually beneficial relationships between an organization and the publics on whom its success or failure depends (p. 6). Again, Stanley (1982) states it as a management function that determines the attitudes and opinions of the organisations publics, identifies its policies with the interests of its publics, and formulates and executes a programme of action to earn the understanding and goodwill of its publics (p. 40). However, all these definitions took the organisational point of view in describing public relations function. Johnston and Zawawi (2003) describes PR as the ethical and strategic management of communication and relationships in order to build and develop coalitions and policy, identify and manage issues and create and direct messages to achieve sound outcomes within a socially responsible framework (p.6). Jane, Morgan and Summers (2005) provides a definition stating the role of public relations in management: Public relation is defined as a management function that evaluates public attitudes, identifies the policies and procedures of an organisation with the public interest and executes programs of action (and Communication) to earn public understanding and acceptance (p. 178) Some management educators and professional managers equate communication with techniques such as the writing of reports or letters, interpersonal communication, or publicity and media relations. They eliminate the term Public Relations from their policy and create new titles for the functions such as public affairs, issues management, corporate communications, or external relations(Grunig, L.A., Grunig, J.E and Dozier, D.M., 2002). Definition of Public in a PR Campaign A public relations campaign must not always be targeted at customers. It can be aimed at any individual or group irrespective of age, gender, profession, group, social status, etc. According to Kotler and Armstrong (1996, p.616), A public is any group that has an actual or potential interest in or impact on a companys ability to achieve its objectives. The intended audience for the campaign can be any one from the stakeholder groups. The purpose of public relations campaign is to assist organisations in building relationships with the publics from the several categories of stakeholders (Grunig, L.A., Grunig, J.E and Dozier, D.M., 2002). Lancaster, Massingham and Ashford (2002) describe the following stakeholders as publics targeted at a PR campaign: The Community Employees The Government The Financial Community Distributors Consumers Opinion Leaders Electronic News Media Brand Definition The predominant concept of the brand can be traced back to product marketing where the role of branding and brand management has been primarily to create differentiation and preference for a product or service in the mind of the customer (Riezebos, 2002). The American Marketing Association defines a brand as a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors (Kotler and Armstrong, 1996, p.418). Branding is an integrated part of Marketing and an essential expertise of a professional marketer is the ability to build, sustain, defend and increase brand image. Another definition goes with the customers perspective: a product or service, which a customer perceives to have distinctive benefits beyond price and functional performance (Knox et al. 2000). The process of developing a brand is called Branding. According to Randall (2000), Branding is a fundamental strategic process that involves all parts of the firm in its delivery. It is about marketing, but is not confined to the marketing department. The brand must always deliver value, and the value must be defined in consumer terms. Mathieson (2005) describes branding as the means by which an organisation builds a compelling consumer experience that distinguish the companys offerings from the competition, generates sales and/ or creates an emotional bond with customers. Kapferer (2004, p.38) symbolizes the term brand to six levels of meaning: Attributes: A brand brings to mind certain attributes. Mercedes suggests expensive, well-built, well-engineered, durable, high-prestige automobiles. Benefits: Attributes must be translated into functional and emotional benefits. The attribute durable could translate into the functional benefit I wont have to buy another car for several years. The attribute expensive translates into the emotional benefit, The car makes me feel important and admired. Values: The brand also says something about the producers values. Mercedes stands for high performance, safety, and prestige. Culture: The brand may present a certain culture. The Mercedes represents German Culture: organised, efficient, high quality. Personality: The brand can project a certain personality. Mercedes may suggest a no-nonsense boss (person), a reigning lion (animal) or an austere palace (object). User: The brand suggests the kind of consumer who buys or uses the product. We would expect to see a 55 year-old top executive behind the wheel of a Mercedes, not a 20-year old secretary. Figure 2.2: Burnett Model of Brand Dimensions Source: Randall, Geoffrey (2000), Branding: A Practical Guide to Planning Your Strategy, 2nd rev edn, Kogan Page Ltd, London, p. 7 Differences Essence Personality/ Image Source What is it? What is to for? What does it do? How is it better? How is it different? What does the company stand for? What is the aim? How do people feel about it? Do they like / respect it? FunctionsBrand Identity Kapferer (2004) presents a comprehensive study of brands and proposes the idea of brand identity. He indicates the most important parts of brands that make up the whole: name, logo, design, packaging, etc. which he describes individually as brand identity. Schultz and Bailey (2000) describe brand identity as the outward manifestation, name and visual appearance of the brand that distinguish customers identification and perception of a product or services. Brand Image The term brand image depicts the perception of the brand in the mind of the consumers. According to ESOMAR (2006), The total impression created in the mind of a potential consumer by a brand and all its functional and emotional associations. The total image can be seen as the sum of several images such as the product, user, occasion, service and personality images. Customers hold a set of brand beliefs which makes a brand stand alone to other. The set of beliefs about a brand make up the brand image (Kotler and Armstrong, 1996, p.206). Yadin (2002) defines brand image as perception of market of the brand identity. However, Mooij (2005) suggests that the brand image is not necessarily the same as the brand characteristics the marketer uses to build the brand identity. He points out that many global brands that desire a consistent brand identity and hope this will result in a consistent brand image end up with different brand image across cultures. According to Rugimbana and Nwankwo (2 003), a companys history, style and dynamism are often the determining factors in creation of a brand image. Kotler and Armstrong (1996) again claim that consumers brand image vary with their experiences as filtered by effects of selective Brand Identity Sender Messages Receiver Signals transmitted: Products People Places Communication Brand Image Other sources of Inspiration: Memory Opportunism Idealism Competition and Noise perception, selective distortion and selective retention. Figure2.3: How Brand Identity Characterize Brand Image by Kapferer, J.-N. (2004) Source: Kapferer, J.-N. (2004), Strategic Brand Management, Kogan Page, London, p.98 Brand Image Crisis Its Impact As stated in the first chapter, a companys inability to maintain its desired differentiation or meeting basic expectations of performance standards, lapses in technical quality, culpable accidents affecting the safety of individuals, poor service potential or unethical conduct cause negative publicity of its brand which leads to an adverse impact on its brand image. Such a crisis can even destroy the most recognized brands. Millar and Heath (2003) describes several incidents which can tarnish the brand image both human-made and natural, such as tampering with a product, discovery of criminal activity, unwanted or hostile takeover, loss of an important customer, environmental accidents, etc. Due to the modernization and increased speed of information dissemination and reception, Millar and Heath (2003) states that, news of a crisis can spread so quickly that it can potentially paralyze the top management before they can effectively control the crisis situation. Negative publicity can slow down the regular function of the organisation. Riezebos (2002), states through the publicity the norms and values and the operating procedure of the organisation are brought under discussion (p.239). He divides the factors that influence the extent to which a brand can be confronted with negative publicity into three areas: market, product and brand related factors. According to Riezebos (2002) when there is fierceness of competition in the market, an incident can and will be more quickly used to wage a negative publicity by competitors. Again a product related crisis can occur when products are not capable of maintaining standards or affect the consumer. Brand related crisis can be negative brand perception or experience. Different Natures of Crisis that Affect Brand Image Crowthers (2007), Baines and Egan (2004) and Aaker (1996) suggest some frequent crisis that organisations usually undergo and which affects its brands: Government investigation Product recall Epidemic of food poisoning caused by companies products Controversial law suit Accusation of discrimination based on race, sexual preference or gender Big disruption in service Lapses in performance standards Serious injury to someone within or outside of the organization Poor technical quality Stakeholders Protest Workers Strike unethical conduct Physical violence between co-workers discovery of criminal activity Insider trading scandal Safety Hazard Usage of Illegal ingredients or means Plummeting stock price Sexual harassment case Dramatic downsizing causing significant job loss in a geographic region Chemical spill Radiation leak A major competitor has a huge crisis, throwing attention on your company Caught in a lie False advertising accusation Celebrity spokesperson embroiled in personal scandal Closing of a facility Role of Public Relations in Brand Image Crisis Communications Potential Significance Credibility of PR Defending Bad Reputation: The most important role of a PR campaign is to counteract negative publicity surrounding the organisation and its brands (Haig, 2003). Communicating positive information about the organisation through press release, newsletters, press kits, etc. are perceived to be unbiased by the public and thus prevent bad reputation. Jane, Morgan and Summers (2005) defines role of public relations in crisis management as programs of action (and Communication) to earn public understanding and acceptance (p. 178) Considerable Steps in Management of Brand Image Crisis Hubbard (2006) suggestes five steps for properly managing a crisis through PR: Addressing the public without delay following the discovery of the crisis; Maintaining honesty since the community is keener to forgive and forget an honest fault than a calculated lie; The organisation facing crisis ought to be informative since the press as well as the community will generate their own assumptions if sufficient communication does not take place resulting rumours can cause considerably more damage to the organisation than the reality. Showing concern and care for people because public will be more tolerant if they realize that the organisation cares about the victims of the crisis. Maintaining two-way relationships in order to be informed of the status of public opinion. Shift in the Practice of PR in Brand Image Crisis Communications In recent years efforts to control corporate crisis, or crisis management has matured as a public relations function and grown into a specialty area (Millar and Heath, 2003). The underlying reasons behind this development include: the appreci ation of electronic media as primary source of news, the increasing speed of the media to acquire information, improved database management systems, increased number of special interest groups and efficiency of media. The following figure shows aggregate FMCG executives of ten leading firms emphasis given to various communications mix as a crisis communication function. Here, + = increase, - = decrease , #= No Change NC = No Comments Figure 2.6: Perception of Change in Marketing Communications in terms of Emphasis (1980-89) source: Kitchen, P.J. (1993), Public Relations: A Rational for its Development Usage within UK FMCG Firms, European Journal of Marketing, Volume 27(7), p. 59 The figure shows that six of ten companies emphasis on advertising in crisis communication declined, three showed increase and one remained unchanged. The companies which demonstrated movement away from advertising gave reason to increased cost of advertisement. Again nine out of ten firms indicated decrease in personal selling showing reason to concentration of grocery trade leading to centralization of buying activity by multiples. However, nine companies stated increased emphasis on PR and most of these appreciated the effectiveness of PR and blamed the increased advertisement cost behind such shift. Increase in Organisations PR Budget Expenditure There is a significant increase in organisations PR budget in recent years. A study by Paley (2006) revealed that, total PR expenditure of UK organisations in 1991 was only à ¢Ã¢â‚¬Å¡Ã‚ ¤5 billion which increased to à ¢Ã¢â‚¬Å¡Ã‚ ¤16 billion in 2005 which shows à ¢Ã¢â‚¬Å¡Ã‚ ¤11 billion increase in 14 years whereas advertisement expenditure increased à ¢Ã¢â‚¬Å¡Ã‚ ¤8 billion. Moreover, point here to be noted that, creative public relations can affect public awareness at a fraction of cost of advertising (Kotler and Armstrong, 1996). The company does not require compensating for the space or time taken in the media. It compensates only for the team or individual who write and pass the story or organise any occasion. Communications Mix Approximate Expenditure (in billions) 1991 1995 2000 2005 Advertising à ¢Ã¢â‚¬Å¡Ã‚ ¤14 à ¢Ã¢â‚¬Å¡Ã‚ ¤17 à ¢Ã¢â‚¬Å¡Ã‚ ¤20 à ¢Ã¢â‚¬Å¡Ã‚ ¤22 Sales Promotion à ¢Ã¢â‚¬Å¡Ã‚ ¤5 à ¢Ã¢â‚¬Å¡Ã‚ ¤8.5 à ¢Ã¢â‚¬Å¡Ã‚ ¤16 à ¢Ã¢â‚¬Å¡Ã‚ ¤16 Public Relations à ¢Ã¢â‚¬Å¡Ã‚ ¤4 à ¢Ã¢â‚¬Å¡Ã‚ ¤9 à ¢Ã¢â‚¬Å¡Ã‚ ¤17 à ¢Ã¢â‚¬Å¡Ã‚ ¤19 Selling à ¢Ã¢â‚¬Å¡Ã‚ ¤7 à ¢Ã¢â‚¬Å¡Ã‚ ¤11 à ¢Ã¢â‚¬Å¡Ã‚ ¤16 à ¢Ã¢â‚¬Å¡Ã‚ ¤17 Direct Marketing à ¢Ã¢â‚¬Å¡Ã‚ ¤5 à ¢Ã¢â‚¬Å¡Ã‚ ¤8 à ¢Ã¢â‚¬Å¡Ã‚ ¤12 à ¢Ã¢â‚¬Å¡Ã‚ ¤11 Table 2.2: Approximate Estimate of Communications Mix Expenditure in UK source: Paley, Norton (2006), The Managers Guide to Competitive Marketing Strategies, Thorogood, London (N.B. Industry Estimates has wide variations) PR Other Areas of Marketing Communications There has been a lot of debate regarding the relationship between public relations and other areas marketing communications mix. Academics, scholars, practitioners or managers present different views in comparing PR and other marketing functions. Many of the arguments are based on the matter of outlining the relevant roles of the two functions. From the marketing point of view, the primary function of a public relations campaign is publicity (Kotler, P. and Armstrong, G., 1996). According to Shimp and Delozier (1986), Public relations provides tactical support for marketing communications. However, this theory contradicts with PR practitioners and academics perception who describes the role of public relations is to manage the relationships between an organisation and those strategically important constituencies (can be any type of stakeholder) within its environment (Cutlip et al., 1994). After a careful study Kotler and Mindak (1978) suggested five models to demonstrate the relationship between an organisations public relations and other areas of marketing communications: separate but equal functions; separate but overlapping functions; marketing as the dominant function; public relations as the dominant function; public relations and marketing as the same function. Kotler and Mindak (1978) claimed that any single model can not demonstrate the relationship between these two. However, they claimed that there is a broader relation between two of these functions i.e. to uphold the brand image. But, Grunig and Hunt (1984) strongly disagree to accept this as relationship. According to them this is mere similarity of outcomes not functions Marketing/PR Image Assessment Media Strategy Corporate Advertising Relationship Marketing Direct Mail Branding Sponsorships Promotions Public Relations Publications Events Lobbying Community relations Media Relations Social Investment Crisis Communications Issues Management Marketing Market Assessment Customer Segmentation Customer Relations Product Development Client Servicing Telemarketing Sales Pont of Sales Promotion Advertising Figure 2.7: Relation between Marketing Public Relations Source: Johnston, Jane and Zawawi, Clara (2003), Public Relations, 2nd edn, Allen Unwin, Australia, p.13 2.5.6 PR Vs Other Areas of Marketing Communications Source: Article Filter [online] (Cited 12 April 2008) Available from A theory of Grunig, J.E and Grunig, L.A. (1992, p.357) tried to distinguish PR from marketing functions claiming that marketing and public relations serve different functions and that public relations can not be excellent if it is subjugated to marketing function. The authors acknowledge the signif

Strategic Analysis Of John Lewis Partnership Limited Marketing Essay

Strategic Analysis Of John Lewis Partnership Limited Marketing Essay The following report will provide a detailed analysis of John Lewis Partnership. The retailer has been very successful in the UK and has performed extremely well in spite of more negative financial issues and other dynamics impacting upon the retail sector at large, predominantly in light of declining consumer income, technological advances such as the internet and increased competition. The reason the company was able to achieve these was because of their commitment towards their clients in providing innovative solutions as well as improved awareness of customer needs and the significance of creating a reliable customer base which ensures positive word-of-mouth and the company has achieved this due to its commitment to providing innovative solutions to clients as well as a heightened awareness of customer needs and further recommendations to increase new revenue streams through an appropriate CRM system in place. Therefore, the reports provides an evaluation of the companys current marketing environment assessing how the external factors impact the retail sector largely and specifically on the strategies that John Lewis chooses to adopt. The report will also evaluate the strengths and weaknesses as well as the threats and opportunities that the company is presented with and how best it can achieve a match with its own internal capabilities to the dynamics at play. The report will also look at how the John Lewis brand and customer proposition is placed in the UK market in comparison to other competitors, with an attempt to provide understanding in to how the company gains advantage through differentiation from other competitors, essentially highlighting how the company implements a differentiated strategy which allows it to maintain advantage. At the same time, the analysis has drawn attention to how the uncertainty which prevails and the continuous rate of change in the external market highlights the implications of continuous observation and continuous re-evaluation of the strategic options applied. Ultimately, the aim is to provide recommendations as to how the company can increase the probability of its advantage over the longer term. The John Lewis Partnerships 81,000 Partners own the leading UK retail businesses John Lewis and Waitrose. Our founders vision of a successful business powered by its people and its principles defines our unique company today. The profits and benefits created by our success are shared by all our Partners (John Lewis, 2012). Write the report as if you were working for an external management consultancy firm, reporting to the Board of Directors of your chosen company. The report should contain sections that address ALL of the main aspects of the module syllabus: that is the report should cover both strategic analysis (internal and external) and strategy formulation. It is essential that in undertaking your research and writing your report you make appropriate use of the strategic management tools and models to conduct internal and external strategic analysis and strategy formulation that you have encountered in this module. Credit will be given for analysis, evaluation and synthesis, and the appropriate selection and use of strategic management tools and models. 2.0 Introduction This report will discuss the strategic management tools demonstrating skills of analysis evaluation and synthesis of John Lewis. The report includes strategic analysis and an External Environmental analysis. The report also covers the strategy formulation in which the SWOT analysis and BCG Matrix will be discussed. John Lewis Partnership plc is one of the UKs top ten retail businesses. They operate amongst 2 sectors known as John Lewis and Waitrose. The company offers food as well as household products i.e. baked foods, fresh fruit veg, wines, household items, furniture, electronic items etc. The company functions in a chain of 287 Waitrose supermarkets, 39 John Lewis shops that include 30 departmental stores and 8 of them at home John Lewis stores. The company operates throughout the UK and is headquartered in London, they sell their products through retail stores, catalogues, and websites. The companys strategic focus is to accomplish its non-core business strategies through partnership with other firms. There are around 81,000 employees working in John Lewis stores who are partners in the business, they have a share in the companys profits and are given the opportunity to participate in the companys progress and growth. This is their unique source of competitive advantage as it encourages staff loyalty through being business partners (John Lewis 2012) 3.0 Strategic analysis 3.1 Mission statement The mission of an organisation highlights the broad directions they need to follow and provides a brief summary of the values and reasons that lie behind it (Lynch 2012). Like other organisations John Lewis also have a mission statement, it highlights their reputation established through their ownership structure as it is unique and they are very successful in being a profitable business. John Lewis aim to keep their staff satisfied so that their business can be a success. Their strategy is based on three key elements partners, customers and profit. (Refer to appendix 1) to see their full mission statement. 4.0 External Environmental analysis 4.1 PESTEL Analysis The PESTEL analysis examines the macro-environment in which the business exists in. It is a helpful tool for understanding market growth or decline as well as the position, potential and the direction for business. It is also used for evaluating the Political, Economic, Social Technological, Environmental and Legal factors that a business operates in. The Political factors discuss government regulations such as employment laws, environmental regulations, tax policy and political stability. The Economic factors affect the cost of capital and purchasing power of an organisation. These factors also include economic growth, interest rates and inflation. The Social factors impact customers needs, potential market size such as John Lewiss goods and services, population growth and age demographics. Technological factors of John Lewis will discuss barriers to entry, making or buying decisions, investment and innovation and the technological change. Environmental factors include weather, clim ate and climate change. Climate change affects how John Lewis operates and the products they offer. Lastly Legal Factors include discrimination law, employment law and health and safety law. These factors can affect the way John Lewis operate their costs and the demand for their products. 4.2 Macro- environmental Factors It is commonly known, that those prevailing in the external environment of any firm shall have a significant influence in terms of decision making in the strategic options. Such analysis is known as PESTEL analysis and usually suggested as the first stage in the strategic planning process (Lynch, 2006). As Johnson et al (2008, pg.56) rightly declared, The key drivers for change are environmental factors that are likely to have a high impact on the success or failure of strategy. (Refer to appendix 2) to see the PESTEL analysis for John Lewis. It can be concluded that each factor of the PESTEL has had an effect on John Lewiss actions, some of them are now stated in their mission statement. Previous factors are used to analyse different factors, furthermore, these factors can give a prediction for the future, so can be quiet effective if they are applied correctly. There are also some restrictions in this model, e.g. when the procedure of the checklist is applied to John Lewis it may be tough. The emergent corporate strategies may well comment that the future is so uncertain that prediction is useless (Lynch 2012 page 84), however, some may still give words of caution but still predict the future. The PESTEL analysis isnt the only framework that John Lewis take into consideration, their organisation has many other internal and external factors that also have an effect on the strategy formulation, this is why Porters five Forces framework is applied. The PESTEL analysis has a lot of information but yet doesnt offer a detailed analysis of the business. Porters Five Forces (1985) observes factors that have an impact on competition in the organisation. 4.3 Strategic Options The external analysis undertaken has underlined how the focus and the landscape of the UK retail sector has changed dramatically over the last decade or so. Such developments clearly present both threats, primarily from new entrants and modes of distribution, as well as opportunities such as the increasing utilisation of technology within the current offering to customers. As Johnson et al (2008, pg.3) highlights, strategy is about exploiting the strategic capability of an organisation, in terms of its resources and competences, to provide competitive advantage and/or yield new opportunities. However, many competitors in the retail sector at large have managed to expand into other range of products as well as expanding internationally, John Lewis seems to have adopted a more thoughtful approach and stayed loyal to its customers as well as confident in terms of its offering to the market. At the same time it has also developed a wide range of products as a lower price range to attract more customers across a wider range of segments in society. In times of economic uncertainty this also appears to be a sensible strategy in terms of situations where its loyal customer base may be experiencing declines in disposable income, thus enabling John Lewis to maintain their business through customers trading down to less expensive ranges in store. The recent introduction for its Essential Waitrose Range in 2009 was both a reaction to external events including activities of competitors but was viewed as an effective strategy highlighting the companys attention to external research as well as its innovative approach to dealing with such negative events. Furthermore, Porter put forward the idea that there were three generic strategies; cost leadership strategy, differentiation strategy and the focus strategy, which companies follow. It is clear that John Lewis has embraced a combination of these, but essentially, differentiation has remained key to its business model which positions more favourably when compared to other competitors, particularly given the range and extent of the goods and services it provides as well as its highly effective branding and promotional events which appeal directly to customers and incite purchase. Its decision to introduce its Essentials range within its Waitrose stores may have been considered by some as an indication it was lowering its standards, but on the contrary, despite offering a cheaper alternative, quality remained key which ultimately implied that its position in the market would not be negotiated. 4.4 Porters Five Forces Porters Five Forces framework highlights that the environment John Lewis is competing in is constantly changing, (refer to appendix 5). In this model it is believed that customers dont have more importance than any other aspect, however Aker, Baker and Harvey Jones argue that customers are more important than any other aspect of strategy development (Lynch 2012). Porters Five Forces of competition (1985) is a common tool often applied within the strategic management process to firms across several sectors. It is similar to the PESTLE analysis as it takes a predominantly external perspective of the firm within its given industry looking at how it is positioned against other competitors in the same sector. Recently many have criticised the ensuring importance of the framework given the changes that have risen, particularly with regard to the diversification of business which has ultimately created blurring across many previously distinct sectors. This is emphasized by the supermarkets entering into the clothing and electronics sector for example, as well as retailers including John Lewis expanding into financial services through insurance and credit facilities to customers. Barney (1995) and Henry (2008) underlined how Porters model is more helpful when it is applied at a strategic business unit level rather than at higher levels of industry analysis such as the sector at large as it cannot be expected that all competitors will be competing against one another. This tool is also believed to be useful in terms of assessing a companys strengths and weaknesses in light of how it stacks up against competition. As Barney (1995, pg.49) highlights, A complete understanding of sources of competitive advantage requires the analysis of a firms internal strengths and weaknesses as well. The importance of integrating internal with environmental analyses can be seen when evaluating the sources of competitive advantage of many firms. Looking at Porters five forces of competition, it is clear that John Lewis has attempted to not to just react to the external dynamics and actions of competitors, but actively be a step ahead. It has constantly adapted its business model, such as the introduction of store cards, its online offering and the Waitrose Essentials range in order to provide its business with a more appropriate fit to the market in line with Mintzbergs (1994) theory. A major element of its strategy however, is its reputation, branding and subsequent positioning in the market and how consumers view the business in its entirety. It has remained rather committed to its original proposition and further enhanced its appeal through appropriate branding and its reputation for quality and enhanced service to customers. 5.0 Internal Resource analysis 5.1 Value analysis chain StratISTh3 Source: Porter, Competitive Advantage, 1985 The term Value Chain was used by Michael Porter (1985), the purpose of the value chain is to analyse the activities that are performed by the business, linking them to the competitive position. It also evaluates the particular activities to see which add value to the businesses products or services (quickmba 1999-2010) While many critics and leading authorities dispute the validity of Porters earlier theories, many of his ideas do still appear useful from the perspective of strategic analysis, particularly the notion of the value chain. Ultimately, it is within the value chain which John Lewis has created that it has succeeded in terms of sustaining advantage in its market sector. It has created efficiencies and synergies through the interrelationships within (Mintzberg and Ghoshal, 2003). Value Chain Analysis which is often compared to the RBV of the firm as it looks to both internal and external dynamics impacting an organisation. In recent years importance has also been given to joint ventures, collaborations and relationships which add value to the companys positioning. Elements of the chain such as HR which were previously considered as supporting elements are now viewed as core and this is demonstrated by John Lewis in terms of its commitment to and investment in staff. By enhancing the quality of its internal resources it can achieve distinctive competencies which are difficult to emulate by other competitors (Teece et al, 1997; Terwiesch and Ulrich, 2009). As Porter (1985, pg.36) emphasises, the way it performs individual activities are a reflection of its history, its strategy, its approach to implementing its strategy, and the underlying economics of the activities themselves. 6.0 Strategy formulation 6.1 SWOT Analysis: John Lewis Partnership A SWOT analysis is a useful tool for understanding and decision-making, businesses such as John Lewis use this tool in all sorts of situations, a SWOT summarizes the Strengths, Weaknesses, Opportunities and Threats. This framework covers a crucial part of the strategic planning process a scan of the internal and external environment. Strength, Weaknesses are considered to be internal to the business whereas, Opportunities and Threats are part of the external environment. Looking at the SWOT analysis (refer to appendix 6) it can be concluded that John Lewis take this tool into consideration when making business decisions based on their customers. However, John Lewis need to expand their target audience because at the moment they are only targeting an older audience need to improve the diagnostic power of a SWOT analysis is to define the elements from a customer perspective rather than the organizational point of view. (Baker 2007, pg.267). By doing this they will generate a higher profit margin. If john Lewis wants to stay ahead of their competition they need focus on their weaknesses such as they need to ensure their prices are similar to their competitors. Also John Lewis need to focus on threats the business may have to face but they can avoid such matters by acting upon the threat before it occurs. Although the SWOT analysis tool is useful to businesses when making decisions, it has been criticized due to its simplicity and possible misleading approach to strategic analysis. This is because companies have failed to follow a few simple procedures. The SWOT analysis is a focused methodology (Baker 2007), therefore, when John Lewis the using this tool they need to ensure they are able to follow correct procedures of this tool to ensure they are able to achieve success. 6.2 BCG Growth-share Matrix The Boston Consulting Group (BCG) growth-share matrix was developed by Bruce Henderson, founder of BCG, in the late 1960s (Baker 2007, pg.125). The BCG Matrix is a simple tool used to assess a companys position in terms of its product range. It simplifies how a companys thinks about the products and services and makes decisions about which it should keep and let go and which products to invest in further. It provides a useful way of seeing the opportunities that are open to the company and also helps to consider how the company can maximise the profits in the future. Below is the BCG Matrix for John Lewis, highlighting where in the market the different departments of John Lewis are positioned. John Lewis was voted Britains best retailer in 2009 and have won awards House Beautiful Awards 2008: Online Home Retailer of the Year Gold Award (washerhelp 2012), making them leaders in departments such as House and Garden, Electrical Appliances, Fashion, Gifts and Toys. They now have a high growth and a high market share in this segment, thus putting them in the star category. Further, technology and baby departments are between the star and question mark category this could be due to high growth and market share or high growth and low market share as they are faced with high demands but have low returns. Moving on to the sport department as it is in the cash cow category, as a markets it isnt growing but yet the market share for the products is high. Looking at the final category it can be said that John Lewis are safe as there isnt any products in the dog category. The BCG Growth-Share Matrix 7.0 conclusion Overall, the company has responded admirably to the changing dynamics impacting upon its market and customers, it is also clear that going forward, more challenges and threats shall be presented to it, particularly given persistent uncertainty relating to the global economy as consumer confidence within the UK. It would appear that in addition to a thorough and consistent approach to its markets in relation to external analysis of those factors deemed to impact most significantly; the company also adopts an internal approach, evaluating its inherent resources and competencies within the business. In line with the resource based view of the firm (Barney, 1991) and subsequent research by other authors such as Grant (2005), this analysis is often viewed as a more appropriate approach to the task of strategic management as ultimately, organisations have much more control over their internal resources than external market variables. Such an approach enables companies to incite the innovat ion process and thus create change in the wider environment as well as improvements to its value chain. This appears to be exactly what John Lewis has done to date through its expansion into other areas, as well as extending its range to customers through on-line facilities as well as credit, insurance etc. References Arnold, G. (2012). Corporate financial management. 3d. ed.Essex: Prentice Hall. Baker M (2007). Marketing strategy and management. 4th ed. Basingstoke: Palgrave Macmillan. Barney, J. and Hesterly, W.S., 2008. Strategic Management and Competitive Advantage: Concepts and Cases: International Edition. London: Prentice Hall. Barney, J.B., 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management; 17, (1) Chloe. (2012). ANALYSIS Waitrose and John Lewis move closer together, offline as well as online. Available: http://internetretailing.net/2012/11/analysis-waitrose-and-john-lewis-move-closer-together-offline-as-well-as-online/. Last accessed 20th Nov 2012. Davey, J and Laurance, B (2008). John Lewis under fire: how the City turned against Rose. The Sunday Times. 16 March 2008, p.12-13 The Economist (2012). A Rose by any other name. A retailing star ticks off investors at an awkward time. 13 March 2012, p58-60 The Economist (2012). The world in figures: industries. The world in 2012. p124, 126 Gartner. (2011). Gartner Identifies the Top 10 Strategic Technologies for 2011. Available: http://www.gartner.com/it/page.jsp?id=1454221. Last accessed 25th Nov 2012. Grant, R.M., 2005. Contemporary Strategy Analysis. London: Wiley-Blackwell Henry, A., 2008. Understanding Strategic Management. Oxford: Oxford University Press. Johnson, G, Scholes, K and Whittington, R, 2008. Exploring Corporate Strategy. London: Prentice Hall. Keynote, 2008. Clothing Manufacturing, Keynote. Keynote, 2009. Clothing Retailing. Keynote Levitt, T, 1983. The Globalization of Markets. Harvard Business Review, May-June. Lewis J. (2012). John Lewis Partnership. Available: http://www.johnlewispartnership.co.uk/about.html. Last accessed 18th Nov 2012. Lynch R (2006). Corporate strategy . 4th ed. Harlow: Prentice Hall. Lynch, R (2012). Strategic Management .6th ed. Harlow: Pearson Mintzberg, H., Quinn, J., and Ghoshal, S, 2003. The Strategy Process. London: Prentice Hall Mintzberg, Henry, 1994. The Rise and Fall of Strategic Planning: Reconceiving the Roles for Planning, Plans, Planners. New York: Free Press Nugent, H and Hawkes, S (2012). George follows Jeremy Paxman as John Lewis faces another brief challenge. 20 March 2012. www.timesonline.co.uk (Accessed 24/11/2012) Ohmae, Kenichi, 1989. Managing in a Borderless World. Harvard Business Review, May-June. Porter, M., 1979. How Competitive Forces Shape Strategy. Harvard Business Review, March/April. Porter, M.E., 1980. Competitive Strategy. New York: The Free Press. Porter, M.E., 1985. Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press. QuickMBA. (1999-2010). The Value Chain. Available: http://www.quickmba.com/strategy/value-chain/. Last accessed 20th Nov 2012. Reynolds, A., 2012. John Lewis Partnership on Target to Cut Emissions. Supply Management, 17 October, available at http://www.supplymanagement.com/news/2012/john-lewis-partnership-on-target-to-cut-emissions/, accessed 12/11/12 Teece,D.J., Pisano, G. And Shuen, A., 1997. Dynamic Capabilities and Strategic Management. Strategic Management Journal, Vol.18, No.7, pp.509-533. Terwiesch, C. and Ulrich, K., 2009. Innovation Tournaments: Creating and Selecting Exceptional Opportunities. Boston: Harvard Business Press. Washerhelp. (2012). John Lewis. Available: http://www.washerhelp.co.uk/Retailers/John-Lewis.html. Last accessed 20th Nov 2012. Appendix 1 John Lewis mission statement The John Lewis Partnerships reputation is founded on the uniqueness of our ownership structure and our commercial success. Our purpose is the happiness of all our members, through their worthwhile, satisfying employment in a successful business, with success measured on our ability to sustain and enhance our position both as an outstanding retailer and as a thriving example of employee ownership. With this in mind, our strategy is based on three interdependent objectives Partners, customers and profit. Appendix 2 PESTEL Analysis for John Lewis Political Factors John Lewis operates within the UK market and therefore changes in the policy related to the governance of UK business, as well as advanced policies in the context of the UK, have an impact on the business. The laws and codes of conduct relating to ethical business practices and CSR initiatives particularly impact John Lewis. Subsequently, there has been conscious effort on the role of the retailers to combine relevant Codes of Conduct concerning the supply chain as well as giving a guarantee to customers that have been sourced in an ethical manner. It is likely that changes such as this will continue to impact going ahead but at the same time as this, pricing will be raised as a concern for the retailers as margins will certainly be eroded as prices are put higher, epically where the products may be obtained from developing markets. Economic factors It is obvious that economic factors have a major effect on the strategy implemented by John Lewis; such factors have had a negative impact on the UK. However, when the government took the decision to decrease the VAT rate temporarily in 2008 due to financial crisis, this had a direct positive impact on the retail sector. The company faced major setbacks in relation to its revenue and performance in 2001. The company was successful in reversing its fortunes through a complete re-evaluation of its supply chain practices; they improved the company model so that it met the needs of customers. The company is still conscious that the confidence levels of customers are slightly unstable, this is highlighted in its current financial results, (refer to appendix 3). Such uncertainty has an obvious impact on which strategies companies can follow and directly influences which marketing strategy John Lewis decide to apply in relation to pricing, advertising and other variables of the mix. Increas ed global uncertainty also influences their operations which are mainly UK based. This is especially true regarding the price of raw materials that has been changed considerably over the past few months, with products such as cotton, coffee and oil being a great concern. Such fluctuations put pressures on retailers as well as customers whereby margins shall be reduced and costs passed on to consumers who may in fact seek cheaper alternatives as their own incomes may decline. A full appraisal of all elements of the supply and distribution chain is needed to ensure that efficiencies are being formed and improvements are made to the overall value chain (Porter, 1980; 1985). This may also clarify the companys latest challenges in integrating its business with Waitrose, John Lewis are becoming much more aligned over the past months (refer to appendix 4) Events overseas such as Spain and Greece could also have more implications for the sourcing policies the company accepts as well as its foreign currency payment methods etc. to suppliers given the weakening Euro currency. Social Factors Social factors for John Lewis are very important across the business as they are considered to have a direct effect on how successful the customer behaviour is and the preference towards the items or brands. While many have pointed out that overtime as consumers we have slowly become more similar across country borders (Ohmae, 1989; Levitt, 1983), latest indications actually highlight much divergence in consumer buying habits. Much of this might also be attributed to progress in internet trading whereby consumers have further choice as well as getting updated and having more knowledge about the alternatives available in the market. This has increased the competition which has therefore, put pressure on prices, mostly in the case of stores as there are much higher fixed costs involved. Another major progress relating to the retail sector in the UK has been the success of the supermarket chains in growing into non-food items with shares of the clothing market increasing every year from competitors such as Asda, Tesco, and Sainsburys. a report from Keynote in 2009 outlined how supermarkets share of the clothing market increased from around 10% in 2000 10 23% in 2008, and this expansion is likely to continue as the major multiples devote increasing amounts of floor space to non-food items such as clothes such growth has completely changed the retail space in the UK and certainly, many have attributed the demise of many High Street incumbents directly to the strategies pursued by supermarkets. At the same time, it is also clear that John Lewis has followed somewhat of a different method and thus located itself apart from these competitors and is seen being more exclusive, of higher quality as well as providing higher levels of service to customers. Technological Factors It is impossible to ignore the progress that occurred in technology over the decade or so. Such advances have completely changed and improved all features of the supply and distribution chain particular with regard to online shopping. Over the past few months John Lewis have become more of this and adapted its business model appropriately so that they are capable of understanding customer expectations, with regards to convince and availability. Another major development has been the increasing use of media and subsequent positive word-of-mouth recommendations. Such tools are viewed by companies as an important ingredient to their overall strategy, not just in terms of communicating with customers but also in gaining further knowledge through customer feedback which can assist them in gaining further knowledge through customer feedback which can assist them in engaging more with their customer base and addressing any potential problems or other threats. Technology is considered as pro viding more choice to customers but increasingly is being embraced within the overall customer management strategy and is likely that this will intensify going forward and further facilitated by new developments such as improvements in text analytics and the capture of real-time data (Gartner, 2011) Environmental Factors Making the right long term decision is one of John Lewiss founding principle, environmental sustainability is key to this approach. There are programmes, processes and targets in place to ensure that environmental commitments are delivered (John Lewis 2009) John Lewis recently revealed new plans where their key aim is to cast their CO2 emissions to 15% by 2020 (Reynolds, 2012) Legal Factors John Lewis is also impacted by changes to employment regulations as well as procedures guarding trading standards. Over the recent years many retail competitors such as Primark and Gap have been negatively criticised due to concerns on the unethical sourcing and manufacturing of products. Primark, a leading High-street label attracted unpleasant headlines in the media in response to claims they were using child labour, consequently affecting their position in the market. Other changes in the economic framework of overseas markets on which John Lewis depends on depend on

Crusades Essay -- essays research papers

In the year of 1095, Pope Urban II started what we know as the Holy Wars or the Crusades. Over the period from 1095-1464, a series of military expeditions were fought to take back the Holy Land, Jerusalem, from the Seljuk Turks. There were eight crusades, which were spurred for many different reasons by many different people that left a lasting effect to the world. These years of bloodshed were led by men of power to gain control over the Holy Land of Jerusalem. Jerusalem was extremely important to the Muslims and Christians at this time. Many religious events had happened there, and many of the landmarks of both religions were located in Jerusalem. The Crusaders failed to regain the Holy Land, but the Eastern connections opened Europe to a brighter understanding of optimistic ways of living and thinking. There have been many arguments as to what fuelled the Crusades, and religious fanaticism is one of them. Jerusalem is a holy city to both the Muslims and the Christians because many historic religious events have taken place there. In Jerusalem there is the Church of the Holy Sepulchre, which stands of the hill where Christ was believed to have been crucified, died, buried, and where he rose again. Now if Jerusalem was so important to both the Muslims and Christians of course they would fight to keep it or gain control of it. Pope Urban II called for the first crusade to free the Holy Land from the Seljuk Turks that took over in 1070. In his speech he said, â€Å"Seize the land ...

Financial Analysis of Oracle Corp Essay -- essays papers

Financial Analysis of Oracle Corp INTRODUCTION Background and History Oracle Corporation is a technology company that supplies software for the use of information management. They develop, manufacture, market and distribute computer software that helps other corporations manage their data so they can better grow and prosper. In 1977, Larry Ellison, Bob Miner, and Ed Oates founded System Development Laboratories. After being inspired by a research paper written in 1970 by an IBM researcher titled â€Å"A Relational Model of Data for Large Shared Data Banks† they decided to build a new type of database called a relational database system. The original project on the relational database system was for the government (Central Intelligence Agency) and was dubbed ‘Oracle.’ They thought this would be appropriate because the meaning of Oracle is source of wisdom. In 1978, Software Development laboratories moved from their offices in Santa Clara to ones in Menlo Park, the heart of the Silicon Valley. To better explain what they did, they changed their name to Relational Software Inc., or RSI. In 1979, RSI developed and distributed its first commercial SQL database V2, there was no version 1. In 1982, RSI changed its name to Oracle Systems Corporation, which later changed again to Oracle Corporation. They reasoning behind this was that they thought by naming the company after the product it would help the company obtain more recognition. In 1983, Oracle decided to make the Relational Database Management System (RDBMS) portable. They then introduce V3, the first portable database to run on Personal Computers, minicomputers and mainframes. In 1984, Oracle Corporation’s revenues reach $12.7 million and they move into a new eighty-four thousand square foot building in Belmont, CA. They also went international by working with companies in Canada, Netherlands, and a limited portion in the United Kingdom. In 1985 they hit $23 million in revenues and expanded to Austria, Germany, Japan, Sweden, and Switzerland. Their Initial Public Offering was on March 12, 1986, the same year their revenues reached $55 million. The stock opened at a price of $15 and closed at $20.75. Oracle Corporation expanded to Australia, Finland, France, Hong Kong (limited), Norway, and Spain. In 1987, Oracle’s revenues were $131 million, as ... ...rs, setting a good trend for the corporation. They also have a very low debt-to-equity ratio, indicating that they have enough equity to easily pay off any funds acquired from creditors. As a creditor I would feel safe in lending them funds for any future projects or endeavors. Bibliography: WORKS CITED Oracle Corporation 2000a. Investor Relation – Corporate History. 20 July. Internet: http://www.oracle.com/corporate/. Oracle Corporation 2000b. Investor Relations – Financials. 21 July. Internet: http://ww.oracle.com/corporate/. Oracle Corporation 2000c. 1999 Annual Report – Introduction. 21 July. Internet: http://www.oracle.com/corporate/annual_report/99/index.html. Oracle Corporation 2000d. Financial Highlights. 22 July. Internet: http://www.oracle.com/corporate/annual_report/99/financial/index.html?finhgh99.html. Moyer, Charles R., and McGuigan, James R., and Kretlow, William J. 1998. Contemporary Financial Management. South-Western College Publishing: Cincinnati, Ohio, 64-106. America Online, Inc. 2000. Personal Finance – Investment Research. 30 July. http://research.web.aol.com/index.adp?T1=orcl&item=4.

Exports and Revival of Chickankari

Exports Generally considered a cottage industry, Indian Chikankari Industry has outgrown its image to evolve into a rapid growing industry with a turnover from US $ 1. 2 million to US$ 1. 9 billion in the last decade. There has been a consistent annual growth rate of more than 15 per cent over a 10-year period, from 3. 6% to a respectable 10% share in global embroidery exports. In 2008-2009, the exports of Indian handicrafts has shown an increase of US$ 298. 87 million, i. e. the exports increases by 10. 02% over the similar period during 2008-2009.The industry is expected to triple its export turnover to Rs. 39,000 crore by 2009-10 that in turn will also create around 2 lakh new job opportunities. Revival The industrial revolution and the increasing productivity had slowed down the growth and the quality of arts and crafts, but for some decades now, the scenario has changed and machine-made products no longer attract the people. Presently handicrafts are being considered as vocation al media and it is also opted for style statement and the leisure pursuit.Today, the crafts and craftspeople have a vital role to play in modern India – not just as part of its cultural and tradition, but as part of its economic future. The children in front of their small dingy houses play in the dust, and fight and cry through the day. But their noise hardly deters the women from stitching delicate designs on sarees, kurta pyjama, salwar kameez, shirts, bed-sheets, pillow covers, cushion covers, etc. Love for stitching It is their love for stitching which keeps the rich chikankari tradition alive in the culturally vibrant city of Lucknow. Around 2. lakh chikankari artisans in Lucknow and nearby Malihabad, Kakori, Unao, Bilagram, Alam Nagar, Bijnaur and Bilaspura villages earn Rs 15 to Rs 50 a day from chikankari work. Chikankari exports fetch more than $12. 5 million a year for the State and supports a million people in the entire supply chain.Though there is huge demand fo r chikankari work in the domestic and international markets, maintaining the craft's popularity is becoming a big problem. Large-scale mechanisation, entry of similar embroidery works from neighbouring countries, influence of middlemen and the disinterestedness of enior artisans caste a gloom on the craft's future. Senior artisans do not get the price they deserve. The growing societal indifference to aesthetic craft, aggressive consumerism and increasing influence of middlemen in the trade have eroded much of the skill and artistry — many fine chikankari stitching techniques such as kaudi, jodapati, dhumkipati, khjur ki pati, double bakhia, rahejka jakha and gol murri have almost disappeared. Gone are the days when senior chikankari artisans won accolades in the courts of kings and nawabs.It is believed the Moghul queen Noor Jahan was the creator of chikankari work. In fact, the origin of chikankari work goes beyond the medieval period. Greek traveller Megasthenes mentions a bout Indians making fine embroidery work on muslin cloth in 3 BC. In three phases The exotic chikankari work is made in three phases. The artisan first imagines the motifs of different flowers, creepers, birds, animals, geometric shapes, etc. Then the wooden blocks of the motifs are prepared to make an imprint on the cloth base.The artisans then blend different stitching techniques to instil life into those motifs which are then stitched on cotton, silk, georgette, chiffon and other fabrics. Images of Taj Mahal, temples, mosques, and so on, are woven on clothes with amazing dexterity. The State's handicraft department also provides computer-generated designs to artisans. Though there is no dearth of designs and innovation there is a shortage of skilled workers. Today, there are more daily wagers than real artists in Lucknow.Naseem Bano, the national award winner from Lucknow, still preserves the skill of making anokhi chikan which is known only to a few artisans in Lucknow. The arti san combines morie, kali and keherki stitching to make the subject look as if it is painted with a fine brush. It is believed the famous chikankari artisan Hasan Mirza had created anokhi chikan in the 1960s. Anokhi and other fine chikan work were as costly as gold in the western and European market. The skill and artistry of the chikankari craft must be preserved, as it has the potential to generate revenue and employment on a sustainable basis.

Forward the Foundation Chapter 20

22 Yugo Amaryl said, â€Å"Here you are again, Dors.† â€Å"Sorry, Yugo. I'm bothering you twice this week. Actually you don't see anyone very often, do you?† Amaryl said, â€Å"I don't encourage people to visit me, no. They tend to interrupt me and break my line of thought. Not you, Dors. You're altogether special, you and Hari. There's never a day I don't remember what you two have done for me.† Dors waved her hand. â€Å"Forget it, Yugo. You've worked hard for Hari and any trifling kindness we did for you has long been overpaid. How is the Project going? Hari never talks about it-not to me, anyway.† Amaryl's face lightened and his whole body seemed to take on an infusion of life. â€Å"Very well. Very well. It's difficult to talk about it without mathematics, but the progress we've made in the last two years is amazing-more than in all the time before that. It's as though, after we've been hammering away and hammering away, things have finally begun to break loose.† â€Å"I've been hearing that the new equations worked out by Dr. Elar have helped the situation.† â€Å"The achaotic equations? Yes. Enormously.† â€Å"And the Electro-Clarifier has been helpful, too. I spoke to the woman who designed it.† â€Å"Cinda Monay?† â€Å"Yes. That's the one.† â€Å"A very clever woman. We're fortunate to have her.† â€Å"Tell me, Yugo-You work at the Prime Radiant virtually all the time, don't you?† â€Å"I'm more or less constantly studying it. Yes.† â€Å"And you study it with the Electro-Clarifier.† â€Å"Certainly.† â€Å"Don't you ever think of taking a vacation, Yugo?† Amaryl looked at her owlishly, blinking slowly. â€Å"A vacation?† â€Å"Yes. Surely you've heard the word. You know what a vacation is.† â€Å"Why should I take a vacation?† â€Å"Because you seem dreadfully tired to me.† â€Å"A little, now and then. But I don't want to leave the work.† â€Å"Do you feel more tired now than you used to?† â€Å"A little. I'm getting older, Dors.† â€Å"You're only forty-nine.† â€Å"That's still older than I've ever been before.† â€Å"Well, let it go. Tell me, Yugo-just to change the subject. How is Hari doing at his work? You've been with him so long that no one could possibly know him better than you do. Not even I. At least, as far as his work is concerned.† â€Å"He's doing very well, Dors. I see no change in him. He still has the quickest and brightest brain in the place. Age is having no effect on him-at least, not so far.† â€Å"That's good to hear. I'm afraid that his own opinion of himself is not as high as yours is. He's not taking his age well. We had a difficult time getting him to celebrate his recent birthday. Were you at the festivities, by the way? I didn't see you.† â€Å"I attended part of the time. But, you know, parties of that kind are not the sort of thing I feel at home with.† â€Å"Do you think Hari is wearing out? I'm not referring to his mental brilliance. I'm referring to his physical capacities. In your opinion, is he growing tired-too tired to bear up under his responsibilities?† Amaryl looked astonished. â€Å"I never gave it any thought. I can't imagine him growing tired.† â€Å"He may be, just the same. I think he has the impulse, now and then, to give up his post and hand the task over to some younger man.† Amaryl sat back in his chair and put down the graphic stylus he had been fiddling with ever since Dors had entered. â€Å"What! That's ridiculous! Impossible!† â€Å"Are you sure?† â€Å"Absolutely. He certainly wouldn't consider such a thing without discussing it with me. And he hasn't.† â€Å"Be reasonable, Yugo. Hari is exhausted. He tries not to show it, but he is. What if he does decide to retire? What would become of the Project? What would become of psychohistory?† Amaryl's eyes narrowed. â€Å"Are you joking, Dors?† â€Å"No. I'm just trying to look into the future.† â€Å"Surely, if Hari retires, I succeed to the post. He and I ran the Project for years before anyone else joined us. He and I. No one else. Except for him, no one knows the Project as I do. I'm amazed you don't take my succession for granted, Dors.† Dors said, â€Å"There's no question in my mind or in anyone else's that you are the logical successor, but do you want to be? You may know everything about psychohistory, but do you want to throw yourself into the politics and complexities of a large Project and abandon much of your work in order to do so? Actually it's trying to keep everything moving smoothly that's been wearing Hari down. Can you take on that part of the job?† â€Å"Yes, I can and it's not something I intend to discuss. Look here, Dors. Did you come here to break the news that Hari intends to ease me out?† Dors said, â€Å"Certainly not! How could you think that of Hari! Have you ever known him to turn on a friend?† â€Å"Very well, then. Let's drop the subject. Really, Dors, if you don't mind, there are things I must do.† Abruptly he turned away from her and bent over his work once more. â€Å"Of course. I didn't mean to take up this much of your time.† Dors left, frowning. 23 Raych said, â€Å"Come in, Mom. The coast is clear. I've sent Manella and Wanda off somewhere.† Dors entered, looked right and left out of sheer habit, and sat down in the nearest chair. â€Å"Thanks,† said Dors. For a while she simply sat there, looking as if the weight of the Empire were on her shoulders. Raych waited, then said, â€Å"I never got a chance to ask you about your wild trip into the Palace grounds. It isn't every guy who has a mom who can do that.† â€Å"We're not talking about that, Raych.† â€Å"Well then, tell me. **You're not one for giving anything away by facial expressions, but you look sorta down. Why is that?† â€Å"Because I feel, as you say, sorta down. In fact, I'm in a bad mood because I have terribly important things on my mind and there's no use talking to your father about it. He's the most wonderful man in the world, but he's very hard to handle. There's no chance that he'd take an interest in the dramatic. He dismisses it all as my irrational fears for his life-and my subsequent attempts to protect him.† â€Å"Come on, Mom, you do seem to have irrational fears where Dad's concerned. If you've got something dramatic in mind, it's probably all wrong.† â€Å"Thank you. You sound just like he does and you leave me frustrated. Absolutely frustrated.† â€Å"Well then, unburden yourself, Mom. Tell me what's on your mind. From the beginning.† â€Å"It starts with Wanda's dream.† â€Å"Wanda's dream! Mom! Maybe you'd better stop right now. I know that Dad won't want to listen if you start that way. I mean, come on. A little kid has a dream and you make a big deal of it. That's ridiculous.† â€Å"I don't think it was a dream, Raych. I think what she thought was a dream were two real people, talking about what she thought concerned the death of her grandfather.† â€Å"That's a wild guess on your part. What possible chance does this have of being true?† â€Å"Just suppose it is true. The one phrase that remained with her was ‘lemonade death.' Why should she dream that? It's much more likely that she heard that and distorted the words she heard-in which case, what were the undistorted words?† â€Å"I can't tell you,† said Raych, his voice incredulous. Dors did not fail to catch that. â€Å"You think this is just my sick invention. Still, if I happen to be right, I might be at the start of unraveling a conspiracy against Hari right here in the Project.† â€Å"Are there conspiracies in the Project? That sounds as impossible to me as finding significance in a dream.† â€Å"Every large project is riddled with angers, frictions, jealousies of all sorts.† â€Å"Sure. Sure. We're talking nasty words and faces and nose thumbing and tale bearing. That's nothing at all like talking conspiracy. It's not like talking about killing Dad.† â€Å"It's just a difference in degree. A small difference-maybe.† â€Å"You'll never make Dad believe that. For that matter, you'll never make me believe that.† Raych walked hastily across the room and back again, â€Å"And you've been trying to nose out this so-called conspiracy, have you?† Dors nodded. â€Å"And you've failed.† Dors nodded. â€Å"Doesn't it occur to you that you've failed because there is no conspiracy, Mom?† Dors shook her head. â€Å"I've failed so far, but that doesn't shake my belief that one exists. I have that feeling.† Raych laughed. â€Å"You sound very ordinary, Mom. I would expect more from you than ‘I have that feeling.†Ã¢â‚¬Ëœ â€Å"There is one phrase that I think can be distorted into ‘lemonade.' That's ‘layman-aided.' â€Å" â€Å"Laymanayded? What's that?† â€Å"Layman-aided. Two words. A layman is what the mathematicians at the Project call nonmathematicians.† â€Å"Well?† â€Å"Suppose,† interjected Dors firmly, â€Å"someone spoke of ‘layman-aided death,' meaning that some way could be found to kill Hari in which one or more nonmathematicians would play an essential role. Might that not have sounded to Wanda like ‘lemonade death,' considering that she had never heard the phrase ‘layman-aided' any more than you did, but that she was extraordinarily fond of lemonade?† â€Å"Are you trying to tell me that there were people in Dad's private office, of all places. How many people, by the way?† â€Å"Wanda, in describing her dream, says two. My own feeling is that one of the two was none other than Colonel Hender Linn of the junta and that he was being shown the Prime Radiant and that there must have been a discussion involving the elimination of Hari.† â€Å"You're getting wilder and wilder, Mom. Colonel Linn and another man in Dad's office talking murder and not knowing that there was a little girl hidden in a chair, overhearing them? Is that it?† â€Å"More or less.† â€Å"In that case, if there is mention of laymen, then one of the people, presumably the one that isn't Linn, must be a mathematician.† â€Å"It would seem to be so.† â€Å"That seems utterly impossible. But even if it were true, which mathematician do you suppose might be in question? There are at least fifty in the Project.† â€Å"I haven't questioned them all. I've questioned a few and some laymen, too, for that matter, but I have uncovered no leads. Of course, I can't be too open in my questions.† â€Å"In short, no one you have interviewed has given you any lead on any dangerous conspiracy.† â€Å"No.† â€Å"I'm not surprised. They haven't done so, because-â€Å" â€Å"I know your ‘because,' Raych. Do you suppose people are going to break down and give away conspiracies under mild questioning? I am in no position to try to beat the information out of anyone. Can you imagine what your father would say if I upset one of his precious mathematicians?† Then, with a sudden change in the intonation of her voice, she said, â€Å"Raych, have you talked to Yugo Amaryl lately?† â€Å"No, not recently. He's not one of your sociable creatures, you know. If you pulled the psychohistory out of him, he'd collapse into a little pile of dry skin.† Dors made a face at the picture and said, â€Å"I've talked to him twice recently and he seems to me to be a little withdrawn. I don't mean just tired. It is almost as though he's not aware of the world.† â€Å"Yes. That's Yugo.† â€Å"Is he getting worse lately?† Raych thought awhile. â€Å"He might be. He's getting older, you know. We all are. Except you, Mom.† â€Å"Would you say that Yugo had crossed the line and become a little unstable, Raych?† â€Å"Who? Yugo? He has nothing to be unstable about. Or with. Just leave him at his psychohistory and he'll mumble quietly to himself for the rest of his life.† â€Å"I don't think so. There is something that interests him-and very strongly, too. That's the succession.† â€Å"What succession?† â€Å"I mentioned that someday your father might want to retire and it turns out that Yugo is determined-absolutely determined-to be his successor.† â€Å"I'm not surprised. I imagine that everyone agrees that Yugo is the natural successor. I'm sure Dad thinks so, too.† â€Å"But he seemed to me to be not quite normal about it. He thought I was coming to him to break the news that Hari had shoved him aside in favor of someone else. Can you imagine anyone thinking that of Hari?† â€Å"It is surprising-† Raych interrupted himself and favored his mother with a long look. He said, â€Å"Mom, are you getting ready to tell me that it might be Yugo who's at the heart of this conspiracy you're speaking of? That he wants to get rid of Dad and take over?† â€Å"Is that entirely impossible?† â€Å"Yes, it is, Mom. Entirely. If there's anything wrong with Yugo, it's overwork and nothing else. Staring at all those equations or whatever they are, all day and half the night, would drive anyone crazy.† Dors rose to her feet with a jerk. â€Å"You're right.† Raych, startled, said, â€Å"What's the matter?† â€Å"What you've said. It's given me an entirely new idea. A crucial one, I think.† Turning, without another word, she left. 24 Dors Venabili disapproved, as she said to Hari Seldon â€Å"You've spent four days at the Galactic Library. Completely out of touch and again you managed to go without me.† Husband and wife stared at each other's image on their holoscreens. Hari had just returned from a research trip to the Galactic Library in Imperial Sector. He was calling Dors from his Project office to let her know he'd returned to Streeling. Even in anger, thought Hari, Dors is beautiful. He wished he could reach out and touch her cheek. â€Å"Dors,† he began, a placating note in his voice, â€Å"I did not go alone. I had a number of people with me and the Galactic Library, of all places, is safe for scholars, even in these turbulent times. I am going to have to be at the Library more and more often, I think, as time goes on.† â€Å"And you're going to continue to do it without telling me?† â€Å"Dors, I can't live according to these death-filled views of yours. Nor do I want you running after me and upsetting the librarians. They're not the junta. I need them and I don't want to make them angry. But I do think that I-we-should take an apartment nearby.† Dors looked grim, shook her head, and changed the subject. â€Å"Do you know that I had two talks with Yugo recently?† â€Å"Good. I'm glad you did. He needs contact with the outside world.† â€Å"Yes, he does, because something's wrong with him. He's not the Hugo we've had with us all these years. He's become vague, distant, and-oddly enough-passionate on only one point, as nearly as I can tell-his determination to succeed you on your retirement.† â€Å"That would be natural-if he survives me.† â€Å"Don't you expect him to survive you?† â€Å"Well, he's eleven years younger than I am, but the vicissitudes of circumstance-â€Å" â€Å"What you really mean is that you recognize that Yugo is in a bad way. He looks and acts older than you do, for all his younger age, and that seems to be a rather recent development. Is he ill?† â€Å"Physically? I don't think so. He has his periodic examinations. I'll admit, though, that he seems drained. I've tried to persuade him to take a vacation for a few months-a whole year's sabbatical, if he wishes. I've suggested that he leave Trantor altogether, just so that he is as far away from the Project as possible for a while. There would be no problem in financing his stay on Getorin-which is a pleasant resort world not too many light-years away.† Dors shook her head impatiently. â€Å"And, of course, he won't. I suggested a vacation to him and he acted as though he didn't know the meaning of the word. He absolutely refused.† â€Å"So what can we do?† said Seldon. Dors said, â€Å"We can think a little. Yugo worked for a quarter of a century on the Project and seemed to maintain his strength without any trouble at all and now suddenly he has weakened. It can't be age. He's not yet fifty.† â€Å"Are you suggesting something?† â€Å"Yes. How long have you and Yugo been using this Electro-Clarifier thing on your Prime Radiants?† â€Å"About two years-maybe a little more.† â€Å"I presume that the Electro-Clarifier is used by anyone who uses the Prime Radiant.† â€Å"That's right.† â€Å"Which means Yugo and you, mostly?† â€Å"Yes.† â€Å"And Yugo more than you?† â€Å"Yes. Yugo concentrates fiercely on the Prime Radiant and its equations. I, unfortunately, have to spend much of my time on administrative duties.† â€Å"And what effect does the Electro-Clarifier have on the human body?† Seldon looked surprised. â€Å"Nothing of any significance that I am aware of.† â€Å"In that case, explain something to me, Hari. The Electro-Clarifier has been in operation for over two years and in that time you've grown measurably more tired, crotchety, and a little out of touch. Why is that?†** â€Å"I'm getting older, Dors.† â€Å"Nonsense. Whoever told you that sixty is crystallized senility? You're using your age as a crutch and a defense and I want you to stop it. Yugo, though he's younger, has been exposed to the Electro-Clarifier more than you have and, as a result, he is more tired, more crotchety, and, in my opinion, a great deal less in touch than you are. And he is rather childishly intense about the succession. Don't you see anything significant in this?† â€Å"Age and overwork. That's significant.† â€Å"No, it's the Electro-Clarifier. It's having a long-term effect on the two of you.† After a pause, Seldon said, â€Å"I can't disprove that, Dors, but I don't see how it's possible. The Electro-Clarifier is a device that produces an unusual electronic field, but it is still only a field of the type to which human beings are constantly exposed. It can't do any unusual harm. In any case, we can't give up its use. There's no way of continuing the progress of the Project without it.† â€Å"Now, Hari, I must ask something of you and you must cooperate with me on this. Go nowhere outside the Project without telling me and do nothing out of the ordinary without telling me. Do you understand?† â€Å"Dors, how can I agree to this? You're trying to put me into a straitjacket.† â€Å"It's just for a while. A few days. A week.† â€Å"What's going to happen in a few days or a week?† Dors said, â€Å"Trust me. I will clear up everything.†