Robert Frost :: essays research papers

It has been said many times that all men have a common bond, or a thread that joins them together. Robert Frost ¹s poem  ³The Tuft of Flowers ² explores the existence of such a bond, as experienced by the speaker. In the everyday circumstance of performing a common chore, the speaker discovers a sense of brotherhood with another laborer. Frost contrasts a sense of aloneness with a sense of understanding to convey his theme of unity between men. To understand the setting of the poem, one must first understand how grass was mowed in the time period in which the poem was written (1906). Grass was mostly mowed by hand using a scythe. The mowing was often done in the dew of the morning for better mowing. This left the grass wet, and it needed to be scattered for drying. The phrase turning the grass refered to the scattering of the grass for drying. In  ³The Tuft of Flowers, ² the speaker has gone out to turn the grass. Whoever did the mowing is already gone, for there are no signs of his presence. The speaker is alone. Then, a butterfly catches the speaker ¹s attention, and leads his gaze to a tuft of flowers, which the mower chose to leave intact. The patch of beauty left by his fellow worker causes the speaker to feel that he is no longer alone. There is a sense of understanding between the speaker and the mower, because an appreciation of beauty unites them. Frost uses peaceful images to relate the feeling of his poem. The setting is in a grassy field with a brook running through it. The tranquil feeling is added to by a silent butterfly, who searches for a flower upon which to land. In keeping with the peaceful surroundings, Frost speaks of a long scythe  ³whispering to the ground, ² and of hearing  ³wakening birds around. ² The speaker also listens for a whetstone  ³on the breeze ² to determine if there is anyone around, and finds a  ³leaping tongue of bloom ² beside the  ³reedy brook. ²  ³The Tuft of Flowers ² does not contain a definite meter, but it does have a strict rhyme scheme of AA, BB. The poem is organized in couplets, each of which contains a single thought. This makes the poem more charming and gives it simplicity, which adds to the overall feeling of peace and tranquility. Robert Frost provides many interesting ideas in  ³The Tuft of Flowers.

Children With Sickle Cell Disease Health And Social Care Essay

Transcranial Doppler scanning ( TCD ) is a critical technique which can place kids with reaping hook cell disease at high hazard for shot ( Deane et al. , 2007 ) .This non-invasive imagination technique uses an ultrasound investigation, that produces high frequence sound waves to mensurate intellectual blood flow. In this survey, cubic decimeter will be looking at the undermentioned everyday hematologic and biochemical research lab trials, hemoglobin, reticulocytes, white count, lactate dehydrogenase, aspartate aminotransferase and creatinine in 250 reaping hook cell disease ( SCD ) affected kids with in the age group of 3-16years who attend the Brent Sickle and Thalassaemia Clinic at Central Middlesex Hospital in May 2010 to May 2011. My purpose is to utilize the above listed research lab trials to place all kids who are at hazard of enduring from the complications of SCD like vaso-occlusive hurting crisis, acute chest syndrome, infections, stroke to multi organ failure. TCD is perf ormed one time a twelvemonth at one-year reappraisal assignments on all kids with reaping hook cell disease to find if they are at hazard of developing any SCD complications. During this survey any kid identified to hold unnatural hematologic and biochemical research lab trials listed supra will hold a TCD regardless of whenever it was done. If the TCD identifies that any kid with those unnatural hematologic and biochemical parametric quantities is at a high hazard of developing complications of SCD particularly stroke, so the current National Health Service ( NHS ) intervention program for kids with SCD must be changed to supply an even more robust intervention plan.The significance of this survey hence is to better hereafter pattern and attention for kids with SCD. This will intend that any SCD affected kid with those unnatural hematologic and biochemical parametric quantities will be referred for TCD regardless of whether they have had their annual scan in a pursuit to better the ir wellness and wellness attention direction. Prevention is better than remedy.2. IntroductionHemoglobinopathies are a broad group of diseases impacting the production and or the maps of hemoglobin. ( Kirkham F.J, 2007 ) . They are one of the most common familial upsets worldwide and can be really terrible, if non fatal. They are classed into two groups: Haemoglobin discrepancies which arise from an change in the hematohiston concatenation, for illustration, Sickle hemoglobin ( Hb S ) Thalassaemias which arise from reduced production of the normal hematohiston concatenation. ( Kirkham F.J, 2007 ) SCD is one of the most common familial upsets impacting the hemoglobin molecule of ruddy blood cells ( Kirkham F.J, 2007 ) . SCD is an autosomal recessionary disease, intending a individual needs two faulty cistrons to hold the disease ( Kirkham F.J, 2007 ) . There are several reaping hooks cell diseases: homozygous reaping hook cell anemia or disease ( HbSS ) and heterozygote conditions including Hb SC and Hb S? thalassemia ( Kirkham F.J, 2007 ) . HbSS is responsible for the most terrible complications seen in reaping hook cell disease ( Kirkham F.J, 2007 ) . The prevalence of SCD is highest among people of African, Afro-Caribbean, Arab and Mediterranean lineage ( Kirkham F.J, 2007 ) It is widespread in the United States, impacting over 70,000 Afro- Americans and impacting about 12,500 people in the UK ( Howard et Al ; Kirkham et al. , 2007 ) . Sickle cell is progressively going common in the UK as a effect of migration ( Howard et al.,2007 ) . The life anticipation in SCD is between 42 and 53 old ages for work forces and 48 and 58 old ages for adult females. This low life anticipation is likely to increase as the wellness service have put in topographic point national showing programmes, instruction for parents and wellness professionals and better directions attention. Complications SCD is a multi-organ upset with a assortment of complications. The most common complications include, vaso-occlusive hurting crisis, acute chest syndrome, infections, shot, priapism, leg ulcers, cholecystitis, acute splenic or hepatic segregation to multi organ failure. ( Gladwin et al, 2008 ) . Vaso-occlusine hurting crises is due to sickle cells blockading vass in the microcirculation taking to ischemic harm in the castanetss, the lung, the kidneys and in the tegument ( leg ulcers ) , ( Gladwin et al, 2008 ) . Stroke is an of import complication as it is a major cause of mortality and morbidity in SCD kids. ( NHS Standard and Guidance, March 2009 ) . It has been reported as a taking cause of decease in both kids and grownups. Infarctive shot is seen chiefly in kids whereas hemorrhagic shot is normally seen in the 20-29 age groups, ( Ohene-frempong et Al, 1998 ) . The grounds for this age division are non good understood. ( Kirkham F.J, 2007 ) . By the age of 10, about 6 % of SCD kids are affected by ischemic shot ( .Kirkham F.J, 2007 ) . It is caused by the progressive narrowing of the center, distal and anterior carotid arterias providing blood to the encephalon consequences in shot ( Deane et al, 2007 ) . However, grounds for this progressive narrowing are yet to be established ( Deane et al, 2007 ) , but recent surveies suggest an association between high degrees of plasma free hemoglobin ( PTH ) from hemolysis, quickly devouring azotic oxide ( NO ) , which may ensue in events suppressing blood flow. ( Nelson et al, 2006 ) . Even though it is a really serious complication in SCD kids, it can be preventable. ( Quinn et al 2004 ) , if these kids are identified. Transcranial Doppler scanning ( TCD ) has been shown to place patients at high hazard of shot ( Deane et al, 2007 ) . TCD is an ultrasound that measures blood flow speed in the intracerebral vass. ( Bulas et al, 2000 ) . It is non invasive, reasonably expensive and a painless process that is good tolerated in kids. ( Bulas et al, 2000 ) . This high hazard of shot brought approximately by The Stroke Prevention Trial in Sickle Cell Anaemia ( STOP ) survey. This survey was perfomed by a group of scientist in 1996. It showed that high blood speeds as measured by TCD in the in-between intellectual arteria ( MCA ) , the distal internal arteria ( dICA ) and the bifurcation were associated with an increased hazard of shot. . ( Bulas et al, 2000 ) . These kids with high blood flow speeds were so on a regular basis transfused to cut down the hazard of shot [ new ref Adams RJ. , 1998 ] . The STOP survey has has proven important consequences on TCD as an valuable wellness technique in forestalling shot hazard in kids. ( Adams RJ. , 1998 ) given Furthermore, an experimental survey by Fullerton et Al, 2004 on SCD kids in California showed that there was a diminution in shot after the debut of TCD with contraceptive transfusion preventative steps were taken. . ( Rees et al, 2008 ) . Many surveies have shown the benefits of mensurating high blood speeds on TCD and subsequent transfusion to cut down hemoglobin S can cut down the hazard of shot. ( ) . Based on these surveies, National counsel from the NHS Sickle and Thalassaemia testing programmes recommended the usage of TCD scans all over the state. The guidelines proposed that by 2010, 99 % of reaping hook cell Centres in England should offer one-year TCD scans to kids with SCD from age 2 to 16 old ages. The scan consequences are classed into classs depending on the clip averaged maximum average speed ( TAMMV ) of the in-between intellectual arteria or the intracranial internal carotid arterias or the bifurcation of the two arterias, ( Standard and Guidance, March 2008 ) . TAMMV values & A ; lt ; 170 cm/s are normal, 170-199cm/s are conditional and & A ; gt ; 200cm/s are important forecasters of shot. ( Standard and Guidance, March 2008 ) . However, studies in the UK have shown that many kids do non hold entree to TCD scans ( Rees et al 2008 ) . Therefore it is imperative to place kids at high hazard for shot so that effectual preventative steps are taken. In this survey, based on cardinal hematologic and biochemical modus operandi trials we aim to happen research lab parametric quantities which can be used as showing tools for shot and be used in placing those kids most likely to hold an unnatural TCD scan. If these labaoratory paramaters can place SCD kids at increased hazard for shot it may take to recommendations for future pattern to include precedence for TCD scans to be given to these kids.TreatmentIn the UK, the National Health Service ( NHS ) has developed local guidelines for the intervention and direction of SCD, including: a combination of antibiotics, hurting slayers, fluids and ruddy cell transfusion when required. ( Kirkham F.J, 2007 ) . Hydroxyurea, an unwritten anticancer drug is besides used in some SC D patients to forestall painful crises ( Frenette et al, 2007 ) . Hydroxyurea works by increasing fetal hemoglobin F ( Hb F ) degrees which prevents the polymerization of the deoxygenated HbS in ruddy cells, therefore diminishing the frequence of painful crises ( Hoffbrand et al, 2001 ) . Reports from Howard et al 2007 and Frenate et Al 2007 besides explain that Hydroxyurea improves ruddy cell hydration, diminishing the adhesion of reaping hook cells to the endothelium and act as a azotic oxide giver, doing this drug rather good to utilize. A multi-centre survey of hydroyurea ( MSH ) in 299 grownups with SCD showed important benefits of utilizing this drug as patients had less one-year painful crises ( Charache et al.,1995 ) . A follow-up survey nine old ages on showed that these patients had a better quality of life ( Steinberg et al. , 2003 ) . Despite its clinical benefits, many patients are disbelieving about it being a chemotherapeutic drug and are hence disquieted about the lo ng term side effects ( Frennete et al. , 2007 ) . Bone marrow organ transplant can bring around SCD. About 175 HLA matched sibling grafts have been reported with greater than 80 % disease free patients holding a quality life ( Howard et al. , 2007 ) , nevertheless, troubles lie in happening a blood-donor lucifer and there is a hazard of decease associated with this procedure due to high doses of chemotherapy and radiation ( Frenette et al, 2007 ) . A possible remedy for SCD is cistron therapy, where infixing a normal cistron will convey about production a normal hemoglobin or shift of the faulty cistron. This is presently being investigated in research surveies as there are frights over the safety of genomic interpolation ( Sadelain et al, 2006 ) . Present surveies have shown that prenatal and neonatal showing for hemoglobinopathies in England has led to early sensing of affected kids, therefore, cut downing the post-natal and childhood morbidity and mortality ( Old J M 2007 ) .3. HistoryHaemoglobin ( Hb ) is an Fe incorporating protein, which carries O from the lungs to the organic structure ‘s cells and tissues ( Hoffbrand et al, 2001 ) . After 3-6months of age Hb A is the dominant hemoglobin, with little measures of hemoglobins F and A2 ( Hofbrand et el, 2001 ) . Normal hemoglobins in grownup human blood are as follows: HbA: ?2 I?2 ( 96-98 % ) HbF: ?2?2 ( 0.5-0.8 % ) Hb A2: ?2?2 ( 1.5-3.2 % ) Sickle cell disease is caused by a permutation at place 6 of a individual amino acid in the DNA sequence of the ? hematohiston concatenation ( fig. 1 ) . The minor alteration of glutamic acid for valine, as illustrated in figure 1, consequences in an altered hemoglobin discrepancy known as the Sickle Hb ( Hb S ) ( Hoffbrand et al, 2001 ) , which reduces the endurance of ruddy cells and causes irreversible sickling of ruddy cells at low O conditions ( Hoffbrand et al, 2001 ) . Consequently SCD patients endure a assortment of symptoms runing from anemia, terrible bone hurting ( referred to as sickle crisis ) , stroke, acute thorax hurting, to multi organ harm ( Gladwin et al, 2008 ) .Amino acidproglugluNormal ?- concatenationBase composing CCT Joke Joke Base composing CCT GTG JokeSickle concatenationprovalgluFig 1. Showing a individual base alteration in the he DNA sequence, where A ( A ) is replaced by T ( T ) . This permutation consequences in an amino acid alteration from glutamic acid to valine in the 6th place. ( Adapted from Hoffbrand et Al, 2001 ) . Normal ruddy blood cells are flexible and round in form. Their flexibleness and form allows them to go freely through little blood vass, known as capillaries ( Hoffbrand et al, 2001 ) . ) . Hb S is indissoluble when exposed to low O environments and may organize polymers which may change the ruddy cell membrane from a biconcave form to a sickle form. In oxygenated environments, sickled molded cells can alter back to the biconcave form ; nevertheless frequent form alterations may do lasting harm doing some cells to stay sickled. ( Hoffbrand et al, 2001 ) . Furthermore, these sickled cells circulate at a slower rate compared to normal ruddy cells and tend to go stuck, therefore barricading vass in the microcirculation and doing infarcts of assorted variety meats ( Hoffbrand et al, 2001 ) .DiscussionSurveies in the last two decennaries were more focused on direction of the return of cerebrovascular diseases ( CVA ) . Recently the focal point is now on forestalling the happening of a fir st CVA ( Ohene-frempong et Al, 1998 ) . Hemolytic anemia is associated to many complications of SCD ( Lezcano et al, 2006 ) . Assorted surveies have linked low Hb, and hemolytic markers such as Retics, LDH, AST and creatinine to cerebrovascicar diseases such as shot. ( Kato et al, 2007 ) . Incidence of ischemic shot is higher in SCD kids impacting about 6 % by the age of 10years ( Howard et al, 2007, Deane et Al, 2008 ) . It is associated with an occlusive vasculopathy impacting the distal, proximal and anterior arterias ( Bulas et al, 2000 ) . The narrowing of these vass may develop over months to old ages before symptoms of a Stroke may happen ( Adams et al. , 1997 ; Bulas et Al, 2000 ) . Designation of hazard factors for shot is of import because it offers the possibilities of forestalling it. Clinical surveies have identified some research lab trials as hazard factors for shot. ( Kirkham et al, 2007 ) , but none has strong anticipation when compared to TCD ( Ohene-frempong et Al, 1998 ) . Surveies by Adams et al 1998 and Lezacano et Al 2006 have shown that the disposal of regular blood transfusion therapy in kids with unnatural TCD measurings reduces both plasma hemoglobin and serum LDH degrees. LDH has long been associated as a marker of intravascular hemolysis by Neely et Al, 1969. Surveies by Ballas et Al, 1991 and Kato et Al, 2006 found serum LDH the dominant biomarker in intravascular hemolysis and besides strong correlativities of LDH with hemolytic markers such as hemoglobin, retics and AST in grownups with SCD. A recent survey by O'driscoll and co-workers done at King ‘s College Hospital in London in 2007 reported that high serum LDH in kids with SCD correlatives to abnormal TCD measurings. This determination suggests that LDH can be a important biomarker or a hazard factor for shot in kids with SCD. They besides reported important correlativities between LDH, Hb, Retics and AST. Furthermore, Rees et Al in 2008 found important correlativities between unnatural TCD consequences and Hb, Retics, AST and age. These happening were used to develop an index which can be used to place kids with SCD probably to hold unnatural TCD values. The survey by O'driscoll and co-workers is the first survey which demonstrates that a high serum LDH degree in SCD kids has strong correlativities with unnatural TCD measurings. Therefore in this survey we aim to utilize LDH as one of the research lab parametric quantities and farther validate the survey at Kings in the patient population at CMH. Extra showing factors for shot are hence needed. With this attack in head, Hb F, Hb S and WBC will besides be analysed in this survey. The importance of WBC arise from observations that high leucocytes is associated to terrible complications of SCD and from findings by Platt et al.,1994 that leucocytosis is a hazard factor in clinically open shot and in acute thorax syndrome ( Ohene-frempong et Al, 1998 ; Mark et al. , 2008 ) . High WBC is reported to correlate significantly with shot ( Frenette et al, 2007 ) , therefore a good parametric quantity to mensurate in this survey. Hb F is said to cut down the hemolysis, thereby cut downing the hazard of shot in kids ( Kato et al, 2007 ) . The genotypes, HBSS and HBSC kids will be assessed to see which group is more at hazard for shot. The current theories of complications of SCD particularly with respects to cerebrovascular disease are largely focussed on hemolysis and the bioavailability of NO. ( Kato et al, 2007 ) . Chronic hemolysis leads to the release of plasma Hb which sucks up NO. NO is a vasodilative, hence less NO in the microcirculation upsets the balance between vasoconstriction and vasodilation which consequence in endothelial disfunction ( Kato et al, 2007 ) . More surveies in understanding hemolysis and the function played by NO will assist in understanding SCD complications and cut down its badness in the hereafter. ( Kato et al. , 2007 ) . Several surveies has suggested that, there is a nexus between shot and hemolysis and that shot is associated with low hemoglobin and compensatory reticulocytes. ( Kato et al.,2007 ) . With that attack, we aim to mensurate the undermentioned research lab parametric quantities: Hb, Retic, AST, Creatinine and LDH and correlate them to abnormal TCD measurings.Future PROSPECTSRecommendations for future pattern to include precedence for TCD scan given to kids who have been identified with these research lab parametric quantities so that primary stroke can be avoided and preventative steps such as, transfusion or exchange transfusion is given. This will so better their attention.

Foreign Market Entry Strategy – Four Seasons in Brazil

[pic] [pic] Four Seasons Hotels and Resorts Strategic Marketing Plan for Entry into Rio de Janeiro, Brazil [pic] EXECUTIVE SUMMARY Four Seasons Hotels and Resort is the world’s premier luxury hotel management company. It is currently operating 83 hotels in 35 countries and has built an unrivalled reputation for reliability, trust and connection with its guests (Four Seasons, 2010). As the hotel mogul prepares to enter Brazil, this paper narrates in detail the marketing plan Four Seasons will implement in the local geopolitical environment. Brazil’s present political, legal, social and economic state draws the conclusion that acquiring a local luxury hotelier while utilizing its business resources like a partner, is the best mode of entry for Four Seasons. Fasano’s grandiose local brand recognition as a world-class hotelier and partnership with Brazilian real-estate developer, JHSF, makes it an ideal candidate for Four Seasons’ market entry strategy. Exceptional personalized customer service, an integral part of Four Seasons’ brand image and strategy, is standardized and will be directly transferred when entering Rio de Janeiro. Acquiring Fasano’s hotel in Rio de Janeiro, while simultaneously retraining all of its existing staff members will accomplish Four Seasons’ main objectives when entering Brazil which include: 1. Providing a standardized service Four Seasons’ target market has come to receive and expect, while showcasing an authentic Brazilian experience for its guests. 2. Establishing a genuine connection with the local community and understanding Brazilian culture to ensure a sustainable business relationship for future expansion. 3. Utilizing the most ffective and efficient market strategy to expedite Four Seasons’ entrance into Brazil. To guarantee a successful entry into this new growth market, two Integrated Communications Campaign strategies will be put into place to reach out to the local community and international consumer base. TABLE OF CONTENTS I. EXECUTIVE SUMMARY1 II. TABLE OF CONTENTS2 III. COMPANY AND SERVICE OVERVIEW3 A. FOUR SEASONS HISTORY3 B. RECENT DEVE LOPMENTS3 IV. MARKET ATTRACTIVENESS ASSESSMENT5 A. ENVIRONMENT OVERVIEW5 1. CULTURAL ENVIRONMENT5 2. POLITICAL ENVIRONMENT8 3. ECONOMIC ENVIRONMENT10 4. LEGAL ENVIRONMENT12 B. COMPETITIVE ANALYSIS14 1. MAJOR COMPETITORS14 2. SWOT ANALYSIS FOR FOUR SEASONS21 C. POTENTIAL TARGET MARKET ASSESSMENT22 1. FOUR SEASONS’ GUEST DEMOGRAPHICS22 2. TARGET SEGMENTS23 V. MARKET ENTRY STRATEGY25 VI. MARKETING MIX PLAN28 A. BRAND STRATEGY28 B. PRODUCT/SERVICE29 C. PRICE34 D. PLACE35 E. ADVERTISING AND OTHER PROMOTION35 1. Integrated Communications Campaign for Brazilians35 2. Integrated Communicates Campaign for International Travelers37 3. FIFA World Cup 2014 & Summer Olympic Games 201640 VII. CONCLUSION & RECOMMENDED RESEARCH40 A. SECONDARY RESEARCH41 B. PRIMARY RESEARCH41 1. SURVEYS41 2. FOCUS GROUP42 3. IN-DEPTH INTERVIEWS43 4. OBSERVATION STUDIES43 VIII. REFERENCES44 COMPANY AND SERVICE OVERVIEW 1 FOUR SEASONS HISTORY Isadore Sharp, founder of The Four Seasons Hotels and Resorts, opened his first hotel in Toronto, Canada in 1961. A modest hotel with 125 affordable rooms, The Four Seasons Motor Hotel marked the beginning of a new kind of hotel in which every customer would be treated as a special guest. Within ten years, three hotels had been opened in Canada, leading to the opening of the company’s first hotel abroad in London, England in 1970. Over time, Four Seasons made four strategic decisions that formed the pillars of the company. The first pillar, quality, was chosen during the initial expansion abroad in the 1970s, to continuously meet guest expectations from one hotel to the next. Four Seasons as a brand would represent exceptional quality with a focus on being the best hotel in each location. The second strategic decision was to build Four Season’s competitive advantage in service. Four Seasons was recognized for its superior service with the opening of its first branded U. S. hotel in Washington, DC in 1979. During the 1980s, Four Seasons continued to expand and introduce flagship hotels throughout the US. The brand name began to develop and a distinct brand image was created. The third pillar, culture, would play a significant role in the growth of a strong brand name. The corporate culture became based on the Golden Rule, which Mr. Sharp defines as â€Å"to deal with others—partners, customers, coworkers, everyone—as we would want them to deal with us† (Martin, 2008). In 1985, Four Seasons added branded private residences to their hotels and began to transition from a hotel owner to solely a hotel management company. With the change, the fourth pillar evolved: â€Å"to grow as a management company and build a brand name synonymous with quality† (â€Å"Four Seasons Hotels and Resorts- About Us: Four Seasons History,† 2010). Since, Four Seasons has created a brand name worth much more than its real estate by offering the best service to luxury travelers around the world. Four Seasons has consistently innovated the services offered at its hotels over the years, becoming the first to offer shampoo in the shower, 24-hour room service, bathrobes, cleaning and pressing services, a two-line phone in each guest room, a well-lit desk, a full-service spa and 24-hour secretarial services (Martin, 2008). In 1986, the company went public and was listed on the Toronto Stock Exchange. A strong brand name allowed the Four Seasons to engage in a series of successful hotel openings across the world in the 1990s and into the new millennium. The company has gradually expanded its portfolio of resorts to include 83 hotels and resorts in 35 countries and continues to grow in both size and recognition today. Every hotel, from Cairo to Chiang Mai to Milan, demonstrates the four pillars that Mr. Sharp has built the Four Seasons brand upon. 2 RECENT DEVELOPMENTS Headquartered in Toronto, Canada, Four Seasons Hotel and Resorts became the first large hotel company to manage hotels through real estate owners and developers. In 2007, Four Seasons Hotels returned to private ownership, with Bill Gates and Saudi Prince Alwaleed Bin Talal each owning 47. % of the company, and Mr. Sharp owning the remaining 5% (Segal, 2009). The purchase was based on the decision to expand more aggressively, specifically into regions not conducive to public companies (O'Brien, 2008). With operations in 35 countries, it has been extremely successful abroad and will continue to expand into new markets in the future; the Chinese and Indian markets are pre dicted to play a vital role in the future of the company (â€Å"Four Seasons CEO Sees Luxury Trajectory,† 2009). As a hotel management company, Four Seasons has complete control over all hotel operations, participates in the designing of new hotels, and earns approximately 3% of revenue from hotel owners in addition to collecting fees to cover global sales, marketing, and reservations (O’Brien, 2008). The major decision makers in the company headquarters currently are: ? Isadore Sharp: Founder, chairman, and CEO ? Kathleen Taylor: President and COO ? Jim FitzGibbon: President Worldwide Hotel Operations ? Nick Mutton: Executive Vice President Human Resources and Administration ? Scott Woroch: Executive Vice President Worldwide Development ? John Davison: CFO and Executive Vice President Residential ? Antoine Corinthios: President Europe/Middle East/Africa ? Susan Helstab: Exective Vice President Marketing (Four Seasons Hotels and Resorts- About Us: Corporate Bios, 2010). Four Seasons is continuously recognized as an outstanding company winning awards year after year. Four Seasons has remained on Fortune’s 100 Best Companies to Work For every year since 1998, for a total of twelve consecutive years (â€Å"Four Seasons Hotels and Resorts- About Us: Four Seasons History,† 2010). Twenty-two of the Four Seasons properties have also been recognized for excellence in the hospitality industry with the AAA Five Diamond award in 2010 (2010 AAA/CAA Five Diamond Lodgings). This is a very prestigious award, presented only to â€Å"0. 27% of the 60,000 Diamond Rated lodgings and restaurants throughout the United States, Canada, Mexico, and the Caribbean,† truly setting Four Seasons Hotels apart from its competitors (â€Å"Five Diamond Award Winning Hotels and Restaurants,† 2010). The thirtieth anniversary issue of the Robb Report,  published in 2006, included the Four Seasons on its list of â€Å"the most exclusive brands of all time† alongside other luxury brands such as Rolls Royce, Tiffany’s and Louis Vuitton (â€Å"Four Seasons Hotels and Resorts- About Us: Four Seasons History,† 2010). Conde  Nast Traveler also consistently recognizes the Four Seasons as a leader in the hospitality industry. On  Conde  Nast Traveler’s Global Top 100 List, eighteen Four Seasons’ hotels have been included, which is triple the amount of the next most-listed hotel chain (Martin, 2008). By incorporating the four pillars into its business strategy, the Four Seasons has developed into one of the most-recognized prestigious brands within the hospitality industry. Through its constant focus on excellent customer service in all markets, Four Seasons creates a brand that is immediately associated with exceeding customer needs and expectations in every location. Mr. Sharp summarized the idea by saying â€Å"If you don’t meet it every time, you don’t have a brand† (â€Å"Four Seasons CEO Sees Luxury Trajectory,† 2009). The architecture of a hotel is irrelevant because any competitor can replicate it, however the employees of the Four Seasons differentiate the company by constantly delivering the premier service promised to the guests, hence, creating the strong brand image travelers associate with Four Seasons. In addition to providing timely and sophisticated service, employees are trained to personalize the service delivery through customer name recognition and offering unique services to match guest preferences. Training employees to deliver customized service has been a greater challenge, because â€Å"personal service is not something you can dictate as a policy. It comes from the culture† (O'Brien, 2008). Mr. Sharp explains the effect of a strong corporate culture on the guests: â€Å"how you treat your employees is how you expect them to treat the customer† (O'Brien, 2008). Brand integrity, coupled with the corporate pride instilled in 30,000 employees worldwide, is what allows Four Seasons to charge a premium price. The company has become legendary for its unmovable standards, despite economic recessions, believing that altering room prices will diminish the brand. Four Seasons loyal guests continually pay premium prices because they are confident the superior service that is expected will be delivered. Each Four Seasons Hotel and Resort strives to achieve the ideal balance of adaptation to the local environment and standardization of the service. Four Seasons Hotels are built after comprehensive research of the market and country to adapt to the local style and create an authentic experience for guests. The company does not have a uniform style that is common in many competitors such as The Ritz Carlton. While the hotel is built to reflect the local culture, service is standardized across all Four Seasons properties. This is a key factor to the adaptation/standardization balance as service is considered the company's sustainable competitive advantage. Guests expect to receive the same high-quality service at every Four Seasons hotel, despite being in a different country. Room rates also vary at different properties, taking into account seasonality, economic factors of the host country, and exchange rates. However, each hotel offers a fairly large price range to reflect the different types of rooms and suites available in the property. MARKET ATTRACTIVENESS ASSESSMENT 1 ENVIRONMENT OVERVIEW 1 CULTURAL ENVIRONMENT 1 HOFSTEDE CULTURAL DIMENSIONS |Country |PDI |IDV |MAS |UAI |LTO | |CANADA |39 |80 |52 |48 |23 | |BRAZIL |69 38 |49 |76 |65 | |URUGUAY |61 |36 |38 |100 | | (â€Å"Geert Hofstede Cultural Dimensions,† 2009) Although three main target segments for Four Seasons in Brazil are non-Brazilian nationals, the company must acknowledge cultural differences to be properly prepared to select, train, and compensate local employees and positively interact with local businesses. Local firms are vital to Four Seasons’ business model since they have significant control over word-of-mouth promotion for the hotel. In order to receive customers for conferences, catering or special events, a lasting relationship needs to be built with firms in the local environment. Additionally, it is important to understand cultural dimensions to be successful in acquiring the tangible aspects of the business that are locally sourced. According to Hofstede measures, Canada and Brazil vary drastically on all cultural dimensions excluding masculinity. Compared to Canada, Brazil has a very high Power Distance index (â€Å"Geert Hofstede Cultural Dimensions,† 2009). As a result, the Four Seasons Introductory Training Program (FSITP) may need to be modified. Currently, all new employees representing different levels of the organization, including housekeepers, department managers, non-paid interns, etc. , are placed into one large group for FSITP. Since local Brazilians expect a sharp division between subordinates and supervisors (Gillespie, Jeannet, & Hennessey, 2007), separate training schedules may be instituted to account for differences in responsibilities. This could pose a difficult challenge because the training program is very standardized and is one of the components that provide the service competitive advantage. On account of strict boundaries between subordinates and supervisors, lower-level employees are not as comfortable with empowerment than those in low power distance cultures (Gillespie, Jeannet, & Hennessey, 2007). The Four Seasons managers may want to consider providing narrow and clear job descriptions. If narrow job descriptions are constructed, managers must establish monitoring systems to void bureaucratic inefficiencies. The greatest difference between Canada and Brazil is on the Individualism ranking. Compared to Canada, Brazil is a highly collectivist culture. (â€Å"Geert Hofstede Cultural Dimensions,† 2009) This facet creates a significant challenge in dealing with local businesses, whether clients or suppliers. Building and maintaining a relationship demands a substantial amount of time and effort devote d to face-to-face meetings. It is not an easy task to form a business contract with Brazilians without creating a relationship. This task is increasingly difficult because Brazil is also a high uncertainty avoidance culture (â€Å"Geert Hofstede Cultural Dimensions,† 2009). In these circumstances, it would be extremely wise to partner with a Brazilian representative. By capitalizing on a local representative's already established personal and business contacts, Four Seasons can conserve a great amount of resources. As it would be almost impossible for a local representative to provide every contact, a significant amount of time needs to be allocated for lengthy negotiations and contact building. Although Brazil and Canada drastically differ in Hofstede cultural dimensions, it is important to recognize Four Seasons as a profitable multinational company. It has successful experience conducting its business model across various geographic areas, including Latin America. While the Four Seasons should not replicate their strategy entirely, it would be unwise to not utilize prior knowledge gains from countries, such as Uruguay, that are culturally very similar to Brazil. 2 EDUCATIONAL SYSTEM The average number of years of education for the population entering the workforce is five (Fraga & Bowler, eds. , 2008). Lack of a properly trained workforce could negatively impact the internal operations of the Four Seasons. Strangely, Brazil's public universities are excellent in contrast to the country's under-resourced primary and secondary schools (Fraga & Bowler, eds. , 2008). Accordingly, Four Seasons should consider partnering with local universities to provide internships, job opportunities, or management training programs. Apart from managers, Brazil's poor education standards may not adversely affect Four Seasons because the company heavily emphasizes personality, rather than work experience, in recruiting and selection. Instead, Four Seasons relies on its comprehensive training program to provide the skills necessary to perform required tasks and meet the company’s core standards. 3 GENDER ISSUES Common among several Latin American countries is the notion of machismo, the belief that males are superior to females (â€Å"Doing Business in Brazil,† 2007). Machismo is perpetuated through society with the assignment of traditional roles to men and women. While this view has recently been challenged due to the influx of Brazilian women into both higher education and the workforce (â€Å"Doing Business in Brazil,† 2007), managers should be aware that it exists. Furthermore, many customers of Four Seasons will be from foreign countries where the same gender norms are not present. 4 NORMATIVE BUSINESS PRACTICES Recognizing that normative business practices vary across borders will be pivotal in succeeding in the Brazilian market, as Brazilian local businesses comprise one of Four Seasons’ target markets. In addition, familiarity with the business culture can affect the outcome with essential local suppliers. Foreign managers can earn the respect of local associates and illustrate the importance of their relationship by engaging in the local business customs. Upon meeting an associate for the first time, men should shake hands accompanied by a pat on the shoulder or arm and women should give a kiss on each cheek (â€Å"Doing Business in Brazil,† 2007). While Brazilians are very informal and prefer to be addressed by their first name, some sort of title such as Doctor or Professor usually accustoms it (â€Å"Brazil: First Name or Title? ,† 2008). Brazilians tend to be extremely extroverted and friendly and close physical contact while conversing is considered normal (â€Å"Brazil: Conversation,† 2008); also, be prepared for personal questions. Gifts are not necessary at a first meeting (â€Å"Brazil: Gift Giving,† 2010). Since the majority of employees will be Brazilian nationals, normative business practices affect the Four Seasons internal operations in addition to outside relationships. Due to the country's collectivist nature, Brazilians do not work at private desks, but instead, share a large space with several coworkers (â€Å"Doing Business in Brazil,† 2007). If the Four Seasons structures the work environment accordingly, managers must realize that shared workspace results in a constant mix of personal and work-related conversations and plan deadlines accordingly. Besides workspace, Brazil's collectivist culture also impacts break schedule. Brazilians usually take their lunch breaks simultaneously (â€Å"Doing Business in Brazil,† 2007). If the Four Seasons agrees to this practice, scheduling will need to account for huge shift changes. A Canadian business manager will be horrified if unaware of the routine aspects of a business meeting. Meetings do not begin on time; a meeting normally begins twenty to thirty minutes past the agreed upon time. Once a meeting commences, the setting is very informal. A large portion of time at the onset is dedicated to personal conversations. Throughout the meeting, it is not unusual for attendees to take phone calls or leave the room. (â€Å"Doing Business in Brazil,† 2007) Hence, meetings do not serve as an efficient avenue to establish an immediate outcome. Negotiations require time, as Brazilian managers prefer to discuss agreements or disputes among themselves privately; this stems from the collectivist and feminine nature of the culture (Gillespie, Jeannet, & Hennessey, 2007). These differences can be curtailed with the help of a local representative, however, each non-Brazilian manager must acknowledge the lengthy time required to close a deal in order to provide realistic schedule projections and deadlines. 2 POLITICAL ENVIRONMENT 1 POLTICAL SYSTEM Brazil instituted a federal republic system of government in 1985 following the end of military rule. The structure grants a substantial power to the elected president who holds office for four years with the opportunity for one additional term if reelected. The president reserves the right to elect his/her cabinet, while the people elect members of Congress. Congress represents Brazil’s twenty-six states and sole federal district of Brasilia through two groups: an 81-seat Senate and a 513-member Chamber of Duties. Within Congress, majority power constantly transitions as representatives switch political parties often. (Background Note: Brazil, 2010) 2 POLTICAL SITUATION Currently, Luiz Inacio da Silva is nearing the end of his second term of presidency. The upcoming election is scheduled for October 3, 2010 for a new president. President Luiz Inacio da Silva is using his popularity among Brazilian citizens to support candidate Dilma Rousseff. Rousseff's main opponent, Jose Serra, currently holds an early poll advantage. Regardless of the winner of the October election, the Four Seasons will not be significantly affected as both candidates are expected to continue economic reform and the privatization of industries. (The Economic Intelligence Unit Group, 2010) 3 DOING BUSINESS IN RANKINGS    |Canada |Brazil | |Rank |Doing Business 2010 |Doing Business 2010 | |Ease of Doing Business |8 |129 | |Starting a Business |2 |126 | |Dealing with Construction Permits |29 113 | |Employing Workers |17 |138 | |Registering Property |35 |120 | |Getting Credit |30 |87 | |Protecting Investors |5 |73 | |Paying Taxes |28 |150 | |Trading Across Borders |38 |100 | |Enforcing Contracts |58 |100 | |Closing a Business |4 |131 | (The World Bank Group, 2 010) While conducting business in its home country is much easier than it is in Brazil, Four Seasons operates in more than thirty-five countries, two of which, India and Syria, rank below Brazil in â€Å"Ease of Doing Business† (The World Bank Group, 2010). Seeing as the Four Seasons is a successful multinational enterprise with deep pockets, the struggle to receive credit in Brazil does present a considerable hurdle for the company. To avoid difficulties related to trading across borders, Four Seasons should obtain necessary tangible components of its operations from local suppliers. In addition, local products will facilitate a good relationship with the local environment as well as provide a more authentic experience for guests. Areas that would be of trouble to Four Seasons include enforcing contracts, dealing with construction permits and registering property within Brazil. Fortunately, because the company specializes solely in management, much of the responsibilities associated to troublesome aspects will be shifted to their partner. A local Brazilian partner would be optimal since strong networking and contacts can help alleviate the burdens related to obtaining contracts and permits. Although Brazil is characterized as a new growth market, the World Bank Group’s Doing Business Rankings demonstrate Brazil’s institutional weaknesses that are more align with a developing market. For instance, employing workers is extremely difficult within Brazil compared to the rest of the world. A lack of transaction facilitators, such as executive headhunters, makes it extremely burdensome to locate and recruit employees that possess the necessary skills to be successful at Four Seasons. This absence especially poses a challenge to Four Seasons because its sustainable competitive advantage of superior customer service is facilitated through its employees. Although not as difficult as employing workers, enforcing contracts presents a significant threat to businesses operating within Brazil. Due to a lack of adjudicators, firms will find it arduous to verify payment or reliability of contractual partners. This problem is further exacerbated by the nonexistence of credibility enhancers and informational analyzers that assist with partner selection. 4 POLITICAL RISK According to The Coface Group, Brazil received an A4 in both Country Rating Risk and Business Climate Risk (2010). An A4 rating indicates an unstable political and economic environment (The Coface Group, 2010). Volatile conditions pose an enormous threat to Four Seasons due to the amount of direct investment needed to offer its service. Unlike a product offering, the Four Seasons does not have the ability to immediately exit, or temporarily leave, the market. In an effort to curtail the effects of drastic changes, Four Seasons should create a managerial position solely dedicated to environmental scanning. This person should be aware of the significant changes and how they will affect company forecasts. An unstable environment can greatly deter customers from visiting the Four Seasons, particularly the primary target segment of brand loyal guests. If a brand loyal guest is interested in visiting Latin America, they have the option of staying in a Four Seasons located in Costa Rica, Mexico, Argentina, or Uruguay if Brazil appears dangerous and/or unsafe. 5 CORRUPTION Transparency International ranked Brazil 75 out of 180 countries with a score of 3. 7 out of 10; 0 represents high corruption (2009). Despite the Four Seasons’ experience in highly corrupt countries such as China, Argentina, Egypt, India, Mexico and Syria (Transparency International, 2009), Four Seasons must adequately prepare for the effects of corruption in Brazil. It should incorporate the knowledge gained from the past by consulting senior managers involved in highly corrupt countries to produce contingency plans. However, it is important that the company recognizes differences between countries. For this, Four Seasons should consider using a Brazilian partner. A local partner possesses knowledge of the local community and business environment and can offer an insider perspective on solving obstacles that arise out of corruption. Furthermore, a local partner holds local contacts that may be utilized to sidestep corrupt organizations or dealings. 6 FOREIGN RELATIONS Brazil remains open and friendly toward the majority of countries, especially its South American neighbors. Recently, Brazil has focused on expanding relations with its neighbors through associations such as the Latin American Integration Association (ALADI), the Union of South American Nations (UNASUL), and Mercosur, a customs union between Argentina, Uruguay, Paraguay, and Brazil, with Chile, Bolivia, Peru, Colombia, and Ecuador as associate members. (Background Note: Brazil, 2010) Openness toward foreign nations ensures embargoes, or other forms of impediments, will not disrupt imports. While Four Seasons should procure components from local suppliers to enhance its relationship with the environment, the company does not need to spend time concerned over delivery of its imported supplies. For imported aspects, Four Seasons should examine countries that are involved in the Mercosur customs union to take advantage of less costly tariffs and/or taxes. Apart from products, Brazil’s openness ensures that travelers will not confront burdensome procedures to enter the country or hostility from Brazilian citizens when visiting. 3 ECONOMIC ENVIRONMENT 1 OVERVIEW Due to a shift toward market liberalization, Brazil has more than doubled its trade flows in the past four years. While portfolio investment has increased, foreign direct investment inflows hit record levels in 2007 and 2008. However, in 2008, Brazil registered its first current-account deficit in five years as a result of a sudden increase in imports. President Luiz Inacio da Silva has focused on a floating exchange rate, inflation targeting, and primary fiscal surpluses to enhance macroeconomic policies, and therefore, increase Brazil’s global competitiveness. These factors have lead Brazil’s economy to shift toward a more service-oriented market. Nevertheless, the agricultural sector and diverse industrial base continue to function as enormous drivers of growth. (Fraga & Bowler, eds. , 2008) 2 CURRENCY The modern real was introduced on July 1, 1994 to stabilize the broader Brazilian economy. When introduced, the real was set equivalent to 1 unidade real de valor, a non-circulating currency which ultimately set the real equivalent to 1 US dollar. Initially, the real climbed against many major currencies. Strong capital in-flows supported a strong real through late 1995. By 1996, the Central Bank of Brazil instituted tight controls over the real to bring the currency’s value down. The currency depreciated slowly through 1998, but the Central Bank relaxed controls in 1999 and the real experienced a sudden devaluation. From 1999 to 2002, the currency remained relatively volatile vis-a-vis major orld currencies. By mid-2002, the real reached an all-time low against the Canadian dollar, along with many major currencies, including the US dollar. The presidential election in late 2002 brought long needed stability to the Brazilian currency. From late 2002 to October 2008, the real s lowly appreciated against the Canadian dollar and other major currencies. When the financial crisis hit in late 2008, the currency bounced from rates not seen since 2001 to around R$2:C$1. Since the crisis, the currency has again been slowly appreciating against the Canadian dollar. In recent months, the real has been slightly depreciating against the Canadian dollar. Overall, the Brazilian real remains a relatively stable currency, especially among Latin American currencies. This will benefit the Four Seasons, as it repatriates profits to headquarters and pays local suppliers. However, as with any foreign currency — especially those in new growth markets — immunity from fluctuation isn’t a rule. New regimes can negatively affect currency, as well as Brazil’s significant current account deficit, significant government spending on the World Cup and Olympics and susceptibility to inflation. Four Seasons plans on pricing in US dollars, which appeals to many of its target markets and is consistent with Four Seasons across the globe. 3 INFLATION Since 2003, Brazil has been successful in easing inflation pressures on account of strict monetary policy and an appreciation of the Real (Fraga & Bowler, eds. , 2008). Yet recently, inflation has rose in recent months owing mainly to the global recession as well as increased wages and inertial pressures within the country. The Central Bank of Brazil has set a target of 4. 5% for 2010. The Economic Intelligence Unit is optimistic, predicting that inflation will fall 4. 8% to 2. 5% between 2010 and 2011. (The Economic Intelligence Unit Group, 2010) Four Seasons must constantly monitor the inflation rate once within Brazil. If the EIU is correct, a 2. 3% change in the inflation rate will have an enormous impact on the operations (The Economic Intelligence Unit Group, 2010). Brazil will need to constantly change their prices in order to keep up with large-scale changes. Fortunately, the majority of price postings occur through the company’s website allowing the company to avoid immense costs required to reprint materials. Higher inflation translates into higher prices not only for Four Seasons guests, but also for components the hotel buys from local suppliers or imports from other countries. Additionally, Four Seasons may consider using employee contracts that adjust for inflation to curb anger associated with loss of purchasing power. Luckily, the EIU predicts inflation to decrease and remain relatively stable in the future at 2. % (The Economic Intelligence Unit Group, 2010), limiting negative consequences incurred by operations. 4 LABOR CODES The Brazilian government requires all companies, foreign and domestic, to provide specific elements to its employees including thirty days of annual leave, an annual bonus equal to one month’s sala ry, and severance pay if dismissed without a cause. Additionally, if a firm employs more than three employees, Brazilian nationals must account for two-thirds of the total employees and payroll. Brazil has instituted a system of labor courts to handle workplace disputes involving working conditions, wages, dismissal, etc. (The Department of Commerce, 2009) It would be ill advised to ignore government employment requirements. Not only would the company risk being forced out of the market, Four Seasons would incur a tarnished reputation within the global arena. When hiring and scheduling future employees, Four Seasons must account for each individual’s thirty days of leave; the firm must decide whether it will assign vacation time or negotiate with employees for specific requests. If two-thirds of payroll must be distributed to Brazilian nationals, Four Seasons should scan the local environment for senior management positions, as these executives tend to comprise a large portion of pay. As Four Seasons offers a service requiring an array of different workers, the company must find a way to ooperate with highly unionized Brazilian workforce; currently, over 16,000 unions exist who are very well organized and are not hesitant to use aggressive methods (The Department of Commerce, 2009). A local partner may possess pertinent information to help alleviate any contentions that may arise. 5 INFRASTRUCTURE President Luiz Inacio da Silva announced the Growth Acceleration Plan in 2007, which committed a US $296 million investment in infrastructure by the end of 2010. Although the GAP is promising, Brazil’s infrastructure remains one of the largest obstacles within the economy. Poor quality and numerous deficiencies remain in roads, ports and airports; no passenger trains travel outside the suburbs of major cities and only 12. 5% of the existing roads are paved. (The Department of Commerce, 2009) While the 2016 Summer Olympics should increase incentives for private companies to improve infrastructure, Four Seasons must contemplate the effects of a poor transportation system. It may want to consider sourcing the majority of its tangible components from nearby local suppliers to ensure secure and fast delivery. Furthermore, imports are more likely to be priced higher on account of the inefficiencies within the infrastructure. A foreign direct investment is an option to increase efficiency and satisfaction; Four Seasons should investigate options near the hotel in addition to routes travelers predominately use. For example, it could form a strategic alliance with another firm to enhance the roads to and from the airport. 4 LEGAL ENVIRONMENT 1 INTELLECTUAL PROPERTY Brazil is a signatory to various agreements—Trade Related Aspects of Intellectual Property (TRIPS) Agreement, the Bern Convention on Artistic Property, the Patent Cooperation Treaty, and the Paris Convention on Protection of Intellectual Property—committing the government to stringent protection of intellectual property rights. The decision to take part in international contracts was the country’s first realistic step toward putting an end to issues such as copyright infringement, however, piracy and counterfeiting remains a problem within Brazil. (The Department of Commerce, 2009) While Four Seasons does not possess a substantial amount of intellectual property that would threaten its existence, it does need to consider violations when procuring components for its hotel, particularly authentic furniture, decorations and artwork. It would be wise for Four Seasons to implement a system used to differentiate genuine pieces from others. 2 ENTRY MODE Four Seasons, or any foreign or domestic private entity, may establish, own, and dispose of business entities allowing the company to chose any entry mode grounded solely in its own decision making (The Department of Commerce, 2009). Although a lack of government regulation offers the firm freedom of choice, it would be extremely useful to use a local representative to own the hotel building itself. As previously mentioned, Brazil is a highly collectivist culture that requires an extensive amount of time dedicated to relationship building to be successful in procuring supplies, building contracts, permits, etc. A local partner possesses established networks that can be utilized to sidestep regulations and corruption in addition to knowledge specific to the Brazilian environment. 3 IMPORTS Brazil imports are subject to three separate taxes: Import Duty (II), Federal Industrialized Product tax (IPI) and the State Merchandise and Service Circulation tax (ICMS) (The Department of Commerce, 2009). Because both the IPI and ICMS are value-added taxes (The Department of Commerce, 2009), imports end up becoming very expensive for customers. Unless a specific tangible component is critical to the success of Four Seasons, it would be in the country’s best interest to purchase supplies from local businesses to avoid high prices pushed down to the customer because of high taxes. High import taxes paired with Brazil’s poor infrastructure will threaten the safe and efficient obtainment of products. If the Four Seasons depends on certain aspects from headquarters, or another Four Seasons location, it should be aware that the foreign entity must register with Foreign Trade Secretariat (SECEX) in order to conduct trade with Brazil. 4 TRADE AGREEMENTS Brazil has established bilateral investment agreements with numerous countries including Belgium, Luxembourg, Chile, Cuba, Denmark, Finland, France, Germany, Italy, Republic of Korea, Netherlands, Portugal, Switzerland, United Kingdom and Venezuela; however, the Brazilian Congress has not yet ratified any of these. (The Department of Commerce, 2009) Brazil has signed Mercosur, a regional trade agreement, between itself and Argentina, Uruguay, Paraguay, and Brazil, with Chile, Bolivia, Peru, Colombia, and Ecuador as associate members (The Department of Commerce, 2009). If imports are required, Brazil should heavily consider sourcing from countries involved to significantly decrease costs associated with imports. Furthermore, Brazil maintains a double taxation with Canada, making imports from its headquarters extremely expensive. 5 LABELING Labeling requirements should not present Four Seasons with a notable barrier. Firstly, the primary focus of the company is services, not products. Besides the gift shop and food menus, Brazil will rarely encounter barriers in labeling. Secondly, The Brazilian Customer Protection Code does not call for unconventional or outlandish. Specifically, labeling must â€Å"provide the consumer with precise and easily readable information about the product’s quality, quantity, composition, price, guarantee, shelf life, origin, and risks to the consumer’s health and safety† (The Department of Commerce, 2009). The only hurdle Four Seasons may encounter relating to labeling is a Portuguese translation and metric equivalent to the requirements listed above. 6 PROMOTION Direct mail is emerging in Brazil as a very useful method for reaching Brazilian consumers; citizens receive an average of 9. 3 pieces of direct mail every month and 74% of Brazilians prefer direct mail to create awareness of a new product or service (The Department of Commerce, 2009). Four Seasons is encouraged to use direct mail to target local businesses and community members within its promotional aspect of its marketing campaign. It should especially use Veja, the most popular magazine in Brail with an average of one million copies dispersed a week, and Folha de Sao Paulo, the largest newspaper with an average of 317,000 copies distributed Monday through Friday and 400,00 on Sunday (The Department of Commerce, 2009). Media in Brail is still heavily controlled through the public sector; foreign ownership is limited to 49% (The Department of Commerce, 2009). This should not affect Four Seasons greatly since the company avoids advertisements in mass media outlets. Also, the majority of Four Seasons target segments does not reside in Brazil. 2 COMPETITIVE ANALYSIS Many multinationals, especially Four Seasons traditional competitors, have yet to enter the Brazilian market or only have a small presence in Rio de Janeiro. Additionally, there are only a small number of luxury local brands in Rio de Janeiro that are capable of competing with Four Seasons. In many regards, Brazil remains a relatively untapped market, though a number of international brands have recently begun eyeing the market, including Hilton. With the increased opportunity in Brazil, now more than ever may be a great time to enter the young market, armed with the experience learned through other brands’ ventures. 1 MAJOR COMPETITORS 1 PESTANA HOTELS AND RESORTS (PORTUGAL) Pestana is Portugal’s largest tourism and leisure group, operating 41 hotels across 3 continents in countries with former colonial ties to Portugal (Pestana, n. d. ). Pestana entered Brazil via Rio de Janeiro in 1999 with a local partner, Renato Albuquerque Group (â€Å"Grupo da Madeira investe US$25 milhoes no Brasil,† 1999). Rather than building a new establishment, the company acquired the Carlton Rio Atlantica hotel, modernized the establishment, and added a new business center to attract business travelers (â€Å"Grupo Pestana lanca cartao no Rio,† 2001). Since 1999, Pestana has been heavily investing in Brazil and considers Rio de Janeiro a focal point for the company (â€Å"Grupo Pestana lanca cartao no Rio,† 2001). By 2001, Brazil accounted for 20% of Pestana’s hotel business (â€Å"Grupo Pestana reforca atuacao no Pais,† 2001). By 2004, the company had opened 6 hotels across Brazil with the stated goal of opening 10 more hotels within the next 10 years. The company’s significant investment in the market – $110 million by 2004 – has brought increased legitimacy and credibility to the Brazilian market as an opportunity for luxury and business travel, according to Francisco Rabelo, financing director for Bank of Northeastern Brazil. This significant growth has been fueled by the company’s success in the country: the company has achieved an average annual return of 31% on its investments and the country is already its best performing territory in Pestana’s portfolio. The Director of the Finance and Investment Promotion Department of Brazil's Tourism Ministry said the group was one of the largest hotel groups in Brazil; by 2005 the company was expected to have 400,000 room-nights in the country, more than any other hotel chain (Renata, 2006). One of Pestana’s most palpable assets is its intimate understanding of Portuguese culture, being a Portuguese company. Brazil’s cultural and colonial ties to Portugal make the Brazilian market a particularly attractive market for Pestana, and as the company’s exceptional returns have demonstrated, Pestana is taking full advantage of its country-of-origin effects. With the company’s high knowledge of local culture and Brazil’s cultural similarity to Portugal, the company is able to keep the services within Brazil appear as very localized without adapting its standardized services much. This is a trend Pestana has demonstrated in the past, as it only enters markets with cultural ties to its home market (Pestana, n. d. ). In this sense, Pestana can maintain a relatively standardized offering while appearing to be adapting to the local context. This intimate knowledge of Brazilian culture will be rewarding, as other multinationals don’t have access to or credibility with local culture. Another unique advantage that Pestana has is its ability to build pousadas within Brazil. Pousadas are boutique, luxury hotels that encapsulate Portuguese culture. Until 2003, the Portuguese government was responsible for developing and managing the hotels. Pestana bought the sole rights to building pousadas from the Portuguese government in 2003, though the government maintains highly involved in overseeing each new pousada to ensure it meets minimum standards (Pousadas de Portugal, n. d. ). Pestana has expressed interest in bringing these unique products to Brazil and completed the construction of one in 1999. The company plans on expanding its offerings in the coming years in tandem with its commitment to building 10 hotels in the coming 10 years (Renata, 2006). These hotels automatically connect with locals and foreigners abroad who want an authentic experience in Brazil. No other hotel chain can emulate these boutique hotels – even localizing a hotel as much as possible won’t replicate a pousada as it won’t have the unique stamp by the Portuguese government. Moreover, pousadas are often located in historic buildings, making them even more of an attractive destination (Pousadas de Portugal, n. d. ). Pousadas have the possibility of attracting travelers interested in an authentic experience without the risk of traveling to an unknown hotel. Travelers can experience luxurious accommodations and proven service in the local context of pure and authentic Portuguese culture, service and food. In fact, Brazil's Minister of Tourism has said that pousads will attract a higher class of tourists who are willing to pay additional money for the unique experience (Renata, 2006). Another strength Pestana has demonstrated is its ability to connect with locals and operate efficiently within the local political and economic environment. Across Brazil, Pestana has demonstrated a tendency to enter cities by acquiring local hotels, as it did in Rio de Janeiro and Natal. This ensures that the hotels Pestana operates have a distinctly local flair and enable the company to penetrate the market quicker, avoiding lengthy construction times. The company also enters local markets with local partners, though it uses different partners in different cities. This willingness to share ownership gives the company powerful local allies and gives the company legitimacy among locals. These are important strengths, as many other multinationals are less successful at navigating Brazil’s complicated and corrupt government. Moreover, entering a market with a local partner shifts risk and offers the company invaluable local knowledge. A possible weakness the group has is its organizational structure. The group maintains an International Division Organization structure. While Pestana only operates in markets based on the Portuguese culture, countries with similar histories still vary greatly in terms of market power, government regulation and destination type. By clumping all international destinations under one group, the company may fail to fully take advantage of each market or understand each market. The company’s lack of resources committed solely to Brazil may enable competitors to build a structure that is more flexible and responsive to trends and changes within the Brazilian market. Further, as the company begins expanding outside Brazil into other South American countries, the company may continue to dilute its attention to Brazil, thereby rendering many of its potential strengths as much less poignant. A final weakness of the company is its intense focus on growth. Between its 10 hotels in 10 years policy in Brazil, and its overarching 30 hotels in 30 years policy, Pestana may begin to focus on quantity above quality. While the company’s unique products and intimate knowledge of Portuguese culture may attract luxury travelers at first, maintaining the high quality and service standards demanded by the business traveler and luxury leisure traveler may to be difficult amidst such an emphasis on growth. Finally, as the number of hotels owned by Pestana surges, the company may saturate the market and devalue the novelty of its brand. The hotels may become less alluring and less of a destination as they become ubiquitous and commonplace. 2 STARWOOD HOTELS & RESORTS (UNITED STATES) AND GOLDEN TULIP HOSPITALITY (SWITZERLAND) Starwood is one of the world’s largest and most geographically diverse hotel and leisure companies. The company is primarily a hotel management corporation, responsible for luxury brands The Luxury Collection, Regis, W and Le Meridien and other midrange brands Westin, Sheraton and Element (Starwood Hotels & Resorts). Until recently, the company’s sole exposure to Rio de Janeiro was its three Sheraton hotels, two of which lacked a spa. While the hotels have meeting faculties, the hotels don’t appear in trade magazines as specifically targeting the business community. As such, these three hotels are not considered to be in direct competition to the Four Seasons because they do not focus on any of our target markets. On June 12, 2009, Starwood acquired Golden Tulip Hospitality, a global hospitality company with a strong focus on the corporate traveler. Tulip manages three hotel chains, including the upscale Golden Tulip, which focuses on business travelers, and the luxurious Royal Tulip, which focuses on leisure travelers (Golden Tulip Hospitality). Tulip has one property in Rio de Janeiro, the Golden Tulip Ipanema Plaza. The property has a spa and complete business center. The hotel’s focus on corporate travel finally endorses Starwood as a viable competitor in the Rio de Janeiro market. Tulip is a unique hotel insomuch as it relies on international standards of service, yet has been relatively successful at integrating local flavors into its brand. The company advertises its local touches through its advertising campaign, â€Å"International standards, local flavors. † Tulip’s worldwide presence also lends it strong appeal and acceptance worldwide, especially among the luxury and business traveler. This is, in part, due to its global standards of service that international travelers have come to know and rely on. Tulip’s ability to incorporate local culture into a standardized brand is a powerful competitive advantage. Maintaining standard levels of service is important to the international traveler, as it assures him/her what to expect when traveling and builds brand equity. However, by maintaining these standards and adding local culture into each property, Tulip finds a middle ground between standardization and adaptation. This is a strategy that enables the company to remain flexible to local demands and local clients, but also cater to international travelers. One strength of the Starwood’s acquisition of Tulip is Tulip’s acceptance among the international elite. Until the acquisition, Starwood’s two luxury brands – St. Regis and the Luxury Collection – did not have properties in Brazil. This acquisition gives Starwood immediate penetration into Rio with a familiar and proven portfolio of properties. With Starwood’s and Tulip’s combined international experience, the group can effectively begin targeting the elite traveler more vigorously. Co-branding opportunities and brand extension opportunities also exist, as both hotel companies have more luxurious brands they could deploy in Rio de Janeiro if the Golden Tulip proves successful. Moreover, Starwood’s large reserve of loyal guests gives the combined company an automatic target market from which to draw. A final strength of the merger is Starwood’s and Tulip’s global footprint and established luxury brands lend it credence among the international elite. The company’s brand equity is an important strategic asset that can be used to connect with world travelers and attract them to their properties in Brazil. Starwood’s skill at managing a portfolio of multiple brands is important, as Tulip becomes another brand that Starwood can leverage, advertise and use to attract travelers. One potential weakness of the merger is the possibility that incongruous corporate cultures may stymie the companies’ ability to synergize strengths and build a comprehensive network. As with any merger, it takes time to fully integrate a new company into an existing company, and Starwood must be able to keep Tulip’s corporate culture in tact if it hopes to reap the benefits of the company’s strengths. If Starwood tries to change or adapt Tulip too much, it will lose Tulip’s connections with the business traveler and the company’s unique ability to combine international standards with local adaptation. Starwood must focus on maintaining Tulip’s brand identity and equity, while simultaneously merging the company into its portfolio to fully realize a competitive advantage. Another possible weakness is Starwood’s limited exposure to the Brazilian market, especially Rio de Janeiro’s luxury market. While Tulip has been in Brazil for some time, and both companies have experience in the luxury segment, Starwood is less familiar with the luxury hotel segment in Brazil than some of its existing competitors. This lack of experience could prove to be harmful if Starwood is not careful in executing operations, especially since the Brazilian market has proven to be difficult for international brands to tap. Starwood and Tulip both lack a positive country-of-origin effect, as the Brazilian market has proven to be fiercely loyal to local and Portuguese brands. Assuming that the namesake of its hotels will make the company successful could prove to be an unsuccessful route for the company to head. MARRIOTT INTERNATIONAL (UNITED STATES) Marriott is one of the world’s largest lodging companies with over 3,000 hotels spread across 67 countries. Marriott primarily franchises under an array of brands, including the luxurious J. W. Marriott and Ritz Carlton and other full-service and oth er mid-tier hotels (Marriott). Marriott entered Rio de Janeiro in 2001, focusing its efforts on attracting luxury business travelers to respond to the country’s bourgeoning market (â€Å"Hotels check into Brazil†). The opening of the J. W. Marriott in 2001 marked the city’s first new five-star resort in over 12 years (â€Å"A new Rio de Janeiro Marriott Hotel,† 2001). The J. W. Marriott is one of Brazil’s two multinational hotels on Travel + Leisure’s â€Å"World’s Best Hotels 2010† list, a comprehensive listing on the world’s 500 best hotels (â€Å"T+L 500: World's Best Hotels 2010,† n. d. ). The hotel offers a full-service spa, executive floor, complete business facilities and banquet halls and on-site restaurants. Before opening the hotel, Marriott sold off its stake in the hotel with the help of a local consulting firm. However, the acquisition of land along with the initial costs and design were all sponsored by Marriott without the specific help of locals. Marriott retained control over management of the hotel (â€Å"Rede Marriott e Odebrecht colocam hotel carioca a venda†). Marriott is the largest and most recognized multinational brand currently in Brazil. The J. W. Marriott brand, in particular, has resonance with our target markets, especially luxury travelers, as demonstrated by its placement on the Travel + Leisure rankings. This is a powerful asset, as the combination of brand equity, name recognition and recognized quality may connect with luxury world travelers. Moreover, the company’s worldwide presence and name recognition may also resonate with business travelers who are already familiar with the brand and trust the hotel to be a quality establishment. A major weakness the hotel faces also stems from its name. Like other multinational chains discussed, Brazilians prefer local hotels. The negative country-of-origin effects have hurt Marriott, as US flags are not necessarily familiar locally since Brazilians’ exposure to these brands is significantly more limited and Brazilians tend to be attracted to local brands. This is a weakness the company faces when targeting local visitors and businesses, another target market that the Four Seasons is hoping to target. Another weakness Marriott faces is its lack of local partnerships. When entering the market, Marriott did not search for a partner. This is in stark contrast to other successful chains, especially since Marriott lacks experience in the Brazilian market overall. According to the CEO: In order to move forward, we will need to find common ground with the Brazilian business model and probably take some equity positions in some of the developments to gain market knowledge and brand acknowledgement. A second option is to enter with our existing relationships through local partners to implement our manage-franchise business model (O'Neill & Chao, 2008). Coming from a country with significantly different normative business practices and limited exposure to Brazilian culture – despite its significant international presence – has proven a difficult obstacle for Marriott. This is an important weakness to consider for all multinational companies, especially those unfamiliar with the Brazilian marketplace. A final weakness Marriott faces is its pricing structure, which is higher than many of its competitors. While the hotel has higher rankings than other multinationals, if the benefits of the brand are not properly communicated, the hotel may seem overpriced. Moreover, if the hotel does not distinguish itself as luxurious, the company may face problems persuading international travelers to choose an American hotel chain over a more localized chain. 4 COPACABANA PALACE BY ORIENT-EXPRESS HOTELS (BERMUDA) The Copacabana Palace is a historic, luxury hotel built in 1923. It is considered by many around the world as the place to stay in Rio (Doyle, 2009). The Copacabana Palace is one of three hotels on Travel + Leisure’s â€Å"World’s Best Hotels 2010† list located in Brazil (â€Å"T+L 500: World's Best Hotels 2010,† n. d. ). Additionally, the hotel is a member of the 5 Star Alliance, an online travel agency that partners with the world’s most luxurious hotels. Owned by the Guinle family of Rio de Janiero until 1989, the hotel is now owned by Orient-Express (Five Star Alliance, n. d. ). Orient-Express purchases individual luxury hotels across the globe. The company does not advertise itself as a chain, rather positioning each property individually. Properties are managed locally: â€Å"every hotel†¦has its own name and personality† (Orient-Express, n. d. ). Following its purchase, Orient-Express renovated the hotel, outfitting the fifth floor as an executive business center to focus on business travelers. The hotel includes meeting facilities and banquet facilities, all aimed at business travelers’ needs (Five Star Alliance, n. d. ). The hotel also focuses significantly on elite travelers, as its reputation for service and quality attract politicians, royalty and actors. The hotel has a complete spa and two restaurants, neither of which serves Brazilian cuisine (Five Star Alliance, n. d. ). An important advantage the Copacabana Palace has is its legacy and long-term association with Brazil. From its beginnings, the company has been intertwined into local culture. The owners were local and today, Orient-Express continues to manage the hotel as an independent property. Many view the hotel as the nation’s preeminent local option, and foreigners who want an authentic experience may opt to stay at the Copacabana Palace over other multinational chains. The hotel’s brand equity is particularly strong, as it is a clear favorite among elite travelers. The company’s increased focus on business travelers further expands the hotel’s brand equity and product scope. Another strength the Copacabana Palace is its long history in Rio de Janeiro. The company’s experiences in Rio de Janeiro give it a level of knowledge foreign multinationals can’t match. Moreover, the company’s success in Rio de Janeiro reflects its ability to work within the country’s legal and political structure. As investment increases in Rio de Janeiro and new multinational chains enter the market, Copacabana’s deep understanding of local cultures and the regulatory environment will be exponentially more valuable. While the company is known to Brazilians and the well-traveled elite, a lack of a true multinational brand name may stymie some elite travelers. Not only does the company lack a network of brand loyal patrons, the lack of an internationally recognized brand name may make some travelers hesitant. Additionally, the hotel’s high price may make other, more familiar options more appealing to travelers, who are sure of the level of quality to expect. 5 FASANO HOTELS (BRAZIL) Fasano is one of the few remaining local competitors yet to be acquired. The company was established in 1982 as a world-class restaurant; the company remains recognized for its culinary achievements. The restaurant pioneered the gastronomic movement in Brazil and continues to uphold its elegant blend of contemporary and traditional Brazilian cuisine. In 2003, Fasano opened its first hotel in Sao Paulo. In the same year, Fasano became a member of the Leading Small Hotels of the World (Five-Star Alliance) and was ranked as one of the world’s 50 best hotels in Travel + Leisure (Fasano, 2010). Fasano opened a hotel in Rio de Janeiro in 2007 amid great hype and reviews, â€Å"eclipsing the fabled Copacabana Palace as the top play den for Brazil’s rich and famous† (Beehner). From its foundation to the finishing touches, Fasano is a local competitor. This is a significant strength the hotel has, as its numerous restaurants all share the spirit of Fasano’s famed culinary expertise. The hotel is designed in Bossa Nova-chic style and Brazilian touches compliment every aspect of the hotel. More than any competitor, Fasano remains a localized and focused hotelier, and has limited experience outside the growing Brazilian market. Fasano is a traveler’s only real option, when he/she wants to stay at a local, luxury resort. Every other luxury boutique hotel has been acquired or is at a different tier of service than Four Seasons. Another strength Fasano has is its long-term, strategic partnership with real-estate developer JHSF. This has given Fasano access to the Brazilian market and enabled the company to take less risky positions in its hotels as JHSF has a 50. 1% stake in the hotel. This also frees up capital for other ventures, as the company is currently building additional properties in Brazil and Uruguay. A possible weakness of Fasano is its lack of experience managing hotels and meeting the expectations of guests, especially foreigners. As Brazil’s most expensive hotel, the elite guests who frequent Fasano have incredibly high expectations. While multinationals have experiences with such clientele, Fasano does not have the same expertise in dealing with this segment and may be overextending its existing resources in an attempt to compete with world-class contenders. Indeed, excitement over the hotel has faded since its opening in 2007 and the company continues to charge a significant premium over every other Brazilian hotel. Another weakness is the company’s

Examination on the Strategic Use of Information Technology in Tanzania Service Industries Essay

Businesses can attain sustainable competitive advantage by utilizing Information Technology (IT) in responding to the changing customers’ needs and changing business environment. (Talebnejad, 2008). This demands the organization to know how to apply this technology, and also devise appropriate and cost effective method for successful implementation. For example in 2004, the study of the relation between investment in IT and sales performance found out that they are positively related. Moreover in the same study, more than 79% of managers believed that IT has a vital role in business success (Talebnejad, 2008). On the same perspective, Tanzania service industry is on the road to great success if the companies and organizations adopt and use IT effectively in transforming their organizations. Service Industry defined Services industry is characterized by the intangible nature of their products. It covers a very wide spectrum of intangible tradable products such as banking, money transfers, insurance, telecommunications, business consultancy, health care, transportation, air travel, distribution services, hotels accommodation, recreational, tour operations, and many others. Tanzania Service Industry Since 1990s, Tanzania government embarked on major economic reforms that aimed at creating competitive financial and market system that that operate on market-oriented economic principles (Mtatifikilo, 1995). Since then, there has been a significant increase in the SMEs operating in different areas of the economy namely services, industry and agriculture. In the 2011 estimates, Tanzania economic growth is services dominated. Growth across Tanzania’s service sector has increased in the last few years relative to agriculture and industry. Agriculture, industry, and service s sectors contribute 27.8, 24.2, and 48 percent of GDP respectively1. Tourism, real estate and business services2 helped the broader service sector growth to an estimated 48 percent of Tanzania’s GDP in 2011. Information Technology (IT) â€Å"Information and Communications Technology (IT) is one of the most potent forces in shaping the twenty-first century. Its revolutionary impact affects the way people live, learn and work and the way government interacts with civil society †¦ The essence of the IT driven economic and social transformation is its power to help individuals and societies to use knowledge and ideas. Our vision of an information society is one that better enables people to fulfill their potential and realize their aspirations. To this end we must ensure that IT serves the mutually supportive goals of creating sustainable economic growth, enhancing the public welfare, and fostering social cohesion, and work to fully realize its potential to strengthen democracy, increase transparency and accountability in governance, promote human rights, enhance cultural diversity, and to foster international peace and stability. Meeting these goals and addressing emerging challenges will require effective national and international strategies† (G8 Okinawa Charter on Global Information Society, 2000) Information Technology (IT) refers to various hardware, software, networking, and data management components necessary for a system to operate. Communication needs are growing at a faster rate than any previous times. Functions such as e-mail, instant messaging, weblogs, video steaming and mobile data communications are some areas which have witnessed dramatic changes. The demand has been the key for rapid growth of big global IT companies such as Google, Apple, Samsung and Microsoft among many others. Tanzania has also witnessed significant growth if the communication sector. One area of interest is mobile communication, with number of subscribers approaching 15 million in 2010 (Behitsa & Diyamett, 2010). Consumer IT Penetration and Proficiency The growth of IT proficiency in Tanzania is encouraging. IT use among young generation is rapidly growing, thanks to many training institutes on ICT skills. The computer market has also grown rapidly. Many consumers have computers or mobile devices with internet access capability. The Tanzania Communications Regulatory Authority (TCRA) estimates 11% of internet penetration countrywide in 2010 consumer survey3. The Tanzania government in collaboration with development partners has also taken some initiatives to improve ICT usage level (Behitsa & Diyamett, 2010). These initiatives include eschools and ICT policy for basic education. The policy is aimed at expanding the reach of ICT skills down to primary schools4. Enterprise IT Adoption To measure IT adoption, we first have to understand why companies decide to adopt IT. The model below gives the factors that influence the adoption of IT in the company. There are factors which are internally driven while others are externally driven (Nguyen, 2009).Studies on IT adoption show that firms adopt IT as a means of survival and/or growth, ability to stay competitive in the market, and/or as innovation ability of the firm. The adoption process may be considered as customer driven (Winter, 2003), a reaction to an outside event, or as business selfinitiative as it focuses on improving efficiency (Corso, Martini, Pellegrini, & Paolucc, 2003). (Siggelkow & Levinthal, 2005) found out that firms go through changes within certain stages of their life cycle or in response to changes of their external environment. (Andries & Debackere, 2006) confirmed this view by pointing out that firms seek IT adoption in response to changes, both internal and external. Inte rnal changes include the life cycle or maturity of the firm and external changes are survival or stability in the market.

Conformity and anarchy and through unusual language Essay

â€Å"Fight Club† by Chuck Palahniuk explores the theme of masculinity through clever characterisation, exploration of conformity and anarchy and through unusual language.  The traditional role of man was as the head of the family unit. Looking after and providing for his wife and children in the hunter-gatherer role. What if a man has no wife and children? What is his role? What if the man comes from a broken family where he had no father? How is he supposed to live a good male life if he has no good example to follow? These are some of the issues that Chuck Palahniuk confronts on the theme of masculinity in â€Å"Fight Club†. In this essay I will explore the author’s use of characterisation, conformity, anarchy and interesting and unusual language in support of this main theme. The characterisation of the main figure is executed particularly well. The characters of Joe and Tyler are cleverly interwoven throughout the novel until the reader’s realisation that they are both actually the same person. There are a lot of hints in the novel, which suggest this up until it is actually revealed. Several times the narrator, Joe, says,  Ã¢â‚¬Å"I know this because Tyler knows this.†Ã‚  This could be taken as meaning that they are very close friends and tell each other everything or that they are both the same person. The author also refers to the idea of multiple personalities in, â€Å"If I could wake up in a different place, at a different time, could I wake up as a different person?†Ã‚  I think that this illustrates the concept that Joe is a chronic insomniac and changes personality in his sleep.  There are many similarities between Joe and Tyler up until we discover they are the same person. They both love Marla but only Tyler sleeps with her. This provides comic moments when we realise that all through the book Marla has been talking to Joe as her lover but Joe has been talking to her as his friend’s girlfriend. Both Joe and Tyler end up looking like each other, â€Å"Tyler and I were looking more and more like Identical Twins. Both of us had punched-out cheekbones, and our skin had lost its memory, and forgot where to slide back after we were hit.† Tyler starts off looking beautiful, an idyllic version of Joe, he is what Joe wishes he could be. This is indicated in  Ã¢â‚¬Å"perfectly handsome and an angel in his everything-blond way.† He is smart, funny, and knows all of the interesting facts that Joe wishes he knew, like how to break security locks and make C4 explosives. Joe, after discovering how boring his life is asks,  Ã¢â‚¬Å"Deliver me Tyler from being perfect and complete†,  In my opinion Tyler starts as an angelic, saviour figure and turns into an evil alter ego once Joe finds out the truth. The key â€Å"Fight Club† theme of masculinity is explored by examining the notions of, conformity and Anarchy. The theme of conformity and non-conformity is examined by the contrast between Joe’s boss and Tyler. Joe’s boss who wears a different tie for each day of the week plays the stereotypical male role. He contrasts directly with Tyler who squats in a house in the warehouse district, urinates in tomato soup at a hotel and splices single frames of pornography into family movies. He is the ultimate non-conformist. This is the exact opposite of  Ã¢â‚¬Å"Mister Boss with his midlife spread and family photo on his desk and his dreams about early retirement and winters spent at a trailer-park hookup in some Arizona desert.† I believe this represents the American Dream and conformity contrasted against Tyler’s vision of anarchy and chaos in a non-conformist nightmare. The language choice in this seems dismissive of the boss’ dream. â€Å"Some† suggests that the dream is irrelevant. The boss also represents Joe’s idea of his father. Joe believes that  Ã¢â‚¬Å"If you’re male, and you’re Christian and living in America, your father is your model for god. And sometimes you find your father in your career.†

Case Study of MGM Example | Topics and Well Written Essays - 500 words

Of MGM - Case Study Example The highly competitive nature of the hospitality and gaming industry is considered one of the biggest threats for MGM. The competitors vary considerably in terms of their size, quality of services, financial potency and capabilities, level of facilities and the diversity that exists in terms of geographic location. MGM faces competition from several public and private companies that operate in the hotel, gaming and resort business. In just the short period, that MGM has been in the market, its portfolio has vastly increased. MGM is actively in pursuit of development opportunities in the main regions that show some form of opportunity, both domestically and internationally. However, now MGM seems to be highly reliant on Las Vegas to generate the larger part of its revenue. Secondly, MGM has taken up several initiatives in order to set it apart from its competitors. Building themed hotels came outdated and a clichà © over time, which in turn necessitated the need for MGM to take up on something different and unique. This is relevant in ensuring that the hotel can offer to its customers what the other hotels in the hospitality and gaming industry do not have to offer. Furthermore, in order to get a head start in the changing era of the competitive industry, MGM has collaborated with the digital entertainment party known, as bwin party waiting for the time when gambling shall be made legal. The world is vastly changing to be a digital and customers are everyday hoping to do everything online. Offering online poker is likely to give MGM competitive advantage in the gaming industry. The resource-based model is ideal when venturing into international markets as a way of maintaining competitive advantage and attaining above average returns. Furthermore, MGM should focus on training the employees in order to deliver consistent excellent customer service across all of its

Debenhams Plcs Competitive Position in Its Various Markets Essay

Debenhams Plcs Competitive Position in Its Various Markets - Essay Example The gross profit margin is at 13.59%, while the net profit margin is at 5.6%. Return on equity and assets also appear favourable at 18.20% and 6.06% respectively (Global Business Browser, 2014). The company has stated that it would expand its global operations by increasing the number of stores to 150 by the end of 5 years from this day. As per reports, the retail sector of UK has seen a rise in revenue by 1% in its 103 businesses that employ over 123,000 people. Before the crisis, the buying patterns were instinctive and the retail industry was booming. After 2008, the economy has somewhat stagnated and hence, has put a dent in sales. High levels of unemployment have led to lower levels of disposable income and lower consumer confidence because of which discretionary purchases have been forced to cut back. It is expected that the retail industry shall post the decline in the forthcoming financial year 2013-14 to the tune of 0.8% (Ibisworld, 2013). The paper aims to bring forth a comprehensive analysis of the company in the market where it operates. The paper shall seek to throw light on the competitive position of the company in relation to the markets within which it operates through Porters Five Forces, PEST, and Porters Generic Strategies. It moves on to discuss various cross-cultural issues that the company has come across in present times and how these were dealt with Hofstede's five dimensions and Trompenaars seven dimensions model. The paper also analyses the company’s CSR attempts with a view of sustainable growth objective for various groups of stakeholders. The paper concludes with a discussion of the present position and standing of the company in relation to its peers and future growth prospects. The paper tries to make a justification regarding the strategies being followed by Debenhams Plc and attempts to draw strategic directions for future market analysis. A study of the external environment and cultural challenges brings forth the trend of challenges faced by Debenhams while the internal study and CSR initiatives highlight the key sustainability attempts towards challenging competition in retail business.