Reviewing The Various Branches Of The United States...

Reviewing the Various Branches of the United States Government in Understanding the Checks and Balances System Before understanding the system of Checks and Balances it may be helpful for one to understand the various functions of the three branches that make up the federal government. The federal government consists of millions of people working together and insuring that the United States is run in an effective manor thus protecting the rights of every American citizen. American citizens must rely on local, state, and federal elected officials along with many members of various public organizations to insure that our Constitutional rights are not being infringed upon and that America remains a free country. Executive Branch Beginning with the Executive Branch of the United States Federal Government which seems to be the largest branch within the federal government. The Executive Branch is led by the President. The President is head of the state, head of government and Commander-in-Chief of the armed forces (The Executive Brach/whitehouse.gov). The President of the United States is a very influential man and an admired leader. The U.S. Constitution, Article 2, Section 1, states that the President must â€Å"†¦take care that the laws be faithfully executed†¦.† (The Constitution of the United States: A Transcription). In fulfilling his duties set forth by The Constitution the President has many duties, he not only leads the Executive Branch but also has a major legislative roleShow MoreRelatedThe Republic Of Ireland And The United Kingdom1323 Words   |  6 PagesThe Republic of Ireland and the United Kingdom An Analysis of Governments, Politics, and Society in the Region Conall P. 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Essay about Scientific Method and Participant Observation

In the article, â€Å"Researching Dealers and Smugglers,† Patricia Adler discusses her and her husband’s experience using participant observation to collect data from drug dealers and the problems this qualitative method brought. A qualitative method focuses on collecting rich, non-statistical data. This method involves face-to-face interviews and actual participation with the group being researched. The Adlers use this method because it is almost impossible to gather accurate information on people who smuggle drugs. This is true because they are such private and deceitful people. The only way to get the real facts is if the smugglers trust the person. Unfortunately, participant observation brought problems such as the dealers and smugglers†¦show more content†¦Cocaine also helped the dealers open up easily. During the interviews, some dealers experienced withdrawal symptoms. It caused them to become malicious with each other or towards the Alders without any w arning. The way the Alders solved this problem was by taking precautions when interacting with the dealers. The cocaine use was not a problem for the Adlers, but they most likely dealt with the marijuana issue quite easily since Patricia does not specifically explain how it was solved. In addition, there was another problem the Adlers encountered. The Adlers also found that mixing the overt and covert roles with the members of the group throughout the investigation was another issue. Since the Adlers had different level relationships with every individual, some of the dealers were aware that they were a part of a research project while others were not aware. This sometimes confused the Adlers. Patricia states, â€Å"They [the informants] would made occasional veiled references in front of people, especially when loosened by intoxicants, that made us extremely uncomfortable.† This issue made the couple uncomfortable because they did not want to blow their cover. 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Ingredient Branding of Industrial Goods Free Essays

string(124) " of products to the market, both as a supplier to different kinds of manufactures, as well as a producer of consumer goods\." Ingredient Branding of Industrial Goods: A case study of two distinct different automotive suppliers Waldemar Pfoertsch[1] / Johannes Rid[2] / Christian Linder[3] Abstract This paper concerns ingredient branding; more specifically, ingredient branding for industrial goods. Although research in ingredient branding has been quite intensive in the area of fast moving consumer goods, considerably less research has been carried out for industrial goods. In this paper, the authors provide insight into whether successful ingredient branding can be transferred to industries where it has not been a common phenomenon: automotive suppliers. We will write a custom essay sample on Ingredient Branding of Industrial Goods or any similar topic only for you Order Now Two major companies in the automotive industry are analyzed in this paper: Autoliv, a major player in car-safety supplies and equipment like seat belts and airbags, and Bosch, producers of a large variety of car components, like diesel and gasoline injection systems, braking components (e. g. ABS and ESP), and starting motors and alternators. The findings include enormous potential for B2B companies in the field of ingredient branding. Car suppliers, for instance, have rarely used the option of branding their ingredients at the finished product. The authors give a historical perspective, show e. g. that ABS braking system, invented by German supplier Bosch would have been a perfect candidate for branding to the final customer. In the purchasing decision of potential car buyers, the ingredient ABS, provided by a strong ingredient manufacturer (e. g. Bosch) could have led to a preference of buying a specific car, and in the end, added to the supplier’s reputation and revenue. 1. Leveraging the brand We now live in a world where consumers receive thousands of impressions and messages every day. Ever increasing competition makes it more difficult for a message to reach the audience and target group, with the consequence that it becomes harder for a consumer to differentiate between brands. Furthermore, as competitive advantages and innovations are copied at a higher speed, products and services become more alike. In this kind of environment, it is important for producers to find a position for their product or service in order to focus and clarify the attributes that make their product unique to the customer. In response to this current business environment, research and best practice show that more and more firms have come to the realization that one of their most valuable assets is the brand name associated with their products or services. (Keller,2003, Pfoertsch/Mueller, 2006). Producers understand that powerful brands are beneficial to the company: â€Å"Brands, therefore, are genuine assets and, like other forms of asset, they can appreciate considerably as a result of careful management and development. † (Blackett, in: Murphy, 1989). Kotler/Pfoetsch (2006) have proved that B2B branding offers strong competitive advantages, â€Å"by implementing a holistic brand approach companies can accelerate and increase their overall success† compared to companies that do not go the path of B2B branding. Brands should be seen in a holistic manner where all activities of a company should be integrated to get the maximum advantage (Kotler/Pfoertsch, 2006). Strategic success might be achieved through leveraging the brand, because the brand is one of the most strategic and worthy assets a firm owns. Possibilities to leverage the brand include line extensions, stretching the brand vertically, brand extensions, and co-branding (Pfoertsch/Schmid, 2005). Co-branding means that two brands form an alliance in one or several areas that lead to a new product branded with both brands. Ingredient branding, on the other hand, is a brand that is solely used as a component of a branded article (Riezebos, 2003). According to Norris (1992), there are two relevant criterias that must be fulfilled for ingredient branding. First, the component can only be bought and consumed by consumers as a part of the branded article. Second, the brand name of the component is only used for such an ingredient (and not for ‘normal’ branded articles as well). 2. Can you ingredient brand where branding is not a common phenomenon? The reason companies start to co-operate is due to technological and psychological changes of the business environment. There are two reasons why this occurs (Uggla, 2000): First, technology and new distribution patterns open up new possibilities for cooperation where brand extension and brand alliances become more interesting from a strategic point of view. Second, consumers look for risk reduction, and brand extension and brand alliances might be the right strategies to reduce consumer risk. Strategies to meet the demands of a changing world are co-branding and ingredient branding. There are some good examples of ingredient branding of durable goods on the market, such as Shimano as a component supplier of cycles, and Intel in the computer industry. Intel, for instance, â€Å"positioned itself to be the heart and soul of personal computers. The strategy was to create a brand, and it worked – for PCs† (Karolefski, 2001). In other industries that produce industrial goods, like the car industry, ingredient branding has not been a common strategy. The primary question that guides us through this paper is: Is it possible for industrial goods industry like the automotive industry to adopt an ingredient brand when ingredient branding is not a common phenomenon? 3. Analyzing with real world data In this paper, real world data from two different companies were collected and compared. A qualitative approach was chosen, which enables us to analyze, understand and interpret the situation rather than giving standardized results. The aim was to understand the strategy of ingredient branding as a whole. Research was mainly based on collecting data through interviews with decision makers (respondent interviews), which implies that the interviews are of a strategic nature. A case study approach gives the possibility of getting deeper insight into a certain problem or situation and to ascertain how interviewees perceive their situations. The presented cases are Bosch and Autoliv, two companies representing the car SUPPLIER manufacturing industries. Since this study aims to help understand why and under what circumstances companies choose an ingredient brand strategy, the case study approach was seen as the most appropriate. The Robert Bosch GmbH, Stuttgart offers a wide range of products to the market, both as a supplier to different kinds of manufactures, as well as a producer of consumer goods. You read "Ingredient Branding of Industrial Goods" in category "Essay examples" It had 2007 a turnover of â‚ ¬46,7 billion and employs over 271,000 people in about 50 countries. Today, 70% of Bosch turnover is from the car industry – it is a pioneer in the automotive supplier industry, with products that include ABS and ESP, injection systems, brakes, starter motors and alternators. Another major car supplier, Autoliv Inc. is headquartered in Stockholm, Sweden, the result of a merger between Autoliv of Sweden, founded in 1953, and the American company Automotive Safety Production, started in 1997. Autoliv of Sweden was the inventor of seat belts, which first came onto the market in 1956, and developed the first airbag for cars in 1980. Autoliv has about 30% market share in its segment on a worldwide basis, and employs about 6,000 people, with sales in 2004 of $ 5 billion. 4. Leveraging the brand for industrial goods If a company realizes that it cannot capitalize on its own brand alone, it might choose to capitalize on another brand. This implies that company A wants to â€Å"borrow† association of a brand from company B. It follows that company B in turn must also want to have something from A, since B must also benefit from its association with A. Generally speaking, three prerequisites must be fulfilled before company A and B collaborate: 1) Both companies must have sufficient brand equity, otherwise they would not be able to â€Å"borrow out† any associations (Keller, 2003); 2) company A and B should have a common basis of associations, meaning that A and B’s identity should have a certain degree of fit (Riezebos, 2003); and 3) that company A should be able to â€Å"offer† associations which B does not have and vice versa (Park/Jun/Shocker, 1996). (1) Sufficient brand equity The first prerequisite in terms of brand identity is that both brands have ufficiently strong and unique associations; that both of the brands (ingredient and host brand) separately have enough brand equity (Keller, 2003, p. 362). In this study, the question is whether Autoliv and Bosch each offer enough brand equity so that they could be potentially interesting partners for a host brand seeking to leverage its brand identity. The br and equity of Bosch can be rated as high. Bosch has successfully leveraged its own brand with brand extensions and line extensions. Bosch, in its beginnings, was a producer of car parts like starting motors and alternators. Over time, Bosch began to capitalize and leverage its own brand by extending their product range, including the development and production of power tools, mobile telephones, security systems, and industrial packing machines. The other company in this case study, the car safety producer Autoliv, is a well-known brand among B2B customers. Autoliv wants to work together with the best automotive companies in the field of car safety: â€Å"The identity of Autoliv is a company that always has the technical leadership in the area of car safety equipment like airbags and seat belts. Autoliv strives to always be the first with technical development in their area. † (Mats Odman, Autoliv). (2) Common basis of associations The second prerequisite is that the companies working together should have a certain degree of similarity in their brand identity (Riezebos, 2003). According to Keller (2003), the logical fit (image and product) between the two brands is the most important requirement for a successful collaboration between two brands. That means a) that both companies’ brand identities (host and ingredient brand) should be in correspondence with each other, and b) that the ingredient offers complementary brand associations. Main associations connected with Bosch are: quality and innovation. Most car manufacturers have these associations as well, therefore, a common basis of associations does exist. Bosch representatives say that â€Å"products from Bosch contribute key values to the brand such as a promise from Bosch about product quality. Bosch products are also innovative in the car industry which is reflected in their slogan ‘We bring innovation’, e. . Bosch was first to introduce engine injection systems with 1600 bar pressure† (Stefan Seiberth, Bosch). On the negative side, Bosch has the problem of being a supplier to virtually every car manufacturer in the world, and these car manufacturers have widely different brand identities (e. g. the brand identity of BMW is totally different than that of Volkswagen). Autoliv can be more precise in common associations. Autoliv aims to develop projects with car manufacturers that are striving for the latest technology in car safety, most likely with car manufacturers in the premium segment. A logical fit exists here because Autoliv has the same aim of technical leadership as the car manufacturers they choose to work together with. (3) Offering complementary associations Finally, cooperation between brands will only work if the partner brand offers complementary associations, which the host brand does not have, and vice versa (Park/Jun/Shocker, 1996). The concept of brand identity system is central here (Aaker, 1996), and includes the following definition: â€Å"Brand identity is a unique set of brand associations that the brand strategist desires to create or maintain. These associations represent what the brand stands for† (Aaker, 1996). Brand identity consists of twelve dimensions organized around four perspectives – the brand-as-product (product scope, product attributes, quality/value, uses, users, country of origin), brand-as-organization (organizational attributes, local versus global), brand-as-person (brand personality, brand-customer relationships), and brand-as-symbol (visual imagery/metaphors and brand heritage). Though not all perspectives might be appropriate for every brand, it should help firms to consider different brand elements to be able to enrich and differentiate their brand identity. The brand identity model is structured into core and extended identity. The core identity is the timeless and central essence of the brand. Therefore, it will most likely remain constant while the brand is stretched to new markets and products. The extended identity consists of brand identity elements, which complete the core identity, such as a slogan, sub-brands, and the brand personality (e. g. reliable, American, German engineering, friendly). [pic] Figure 1: Aaker’s model for brand identity modified with results from the case study To be able to identify and analyze what the case companies Bosch and Autoliv have to offer to their partners (host brands) in terms of desirable attributes, the above figure based on Aaker’s (1996) model summarizes the most important advantages of the examined cases. The reader should note that this paper is based on a study from the supplier’s perspective (partner brand). Therefore, spill-over effects which the case companies might receive from the producer side are not examined. Bosch offers associations which the partner brand possibly does not have. Attributes like ‘German engineering’, ‘reliable’ and ‘innovation’ could be easily used and benefited from by car manufacturer building middle and lower-class cars. Autoliv’s contribution to collaboration is technical leadership. One could say that Autoliv is a premium brand in their field of competence, thus offering strong associations in quality. To summarize, we can conclude that brand equity is one of the most, if not the most, valuable assets a company has. The company’s brand identity is the most important factor in creating or pushing the company’s brand equity. Company’s management should continuously try to leverage the brand’s identity. Our case companies Bosch and Autoliv prove that leveraging is fully possible in the area of industrial goods 5. Fit between brands So far, the authors have analyzed whether the examined companies and the industrial goods sector could offer enough brand equity and possibilities to leverage. In other words, up until this part of the analysis, we have looked upon whether our case companies would be interesting partners for the producers in their industries, and if the case companies fulfill the prerequisites to make co-branding successful. Now let’s look closer into the fit of brands and the field of brand association base. Image transfer What does theory say about the transferring process? Riezebos (2003) defines image transfer through the term deductive inference, which is the deduction of results/conclusions from brand images already in existence. Deductive inference is important when associations from one brand or entity is carried over to another brand/entity. For the transfer process, a source, which consumers must have certain associations with in terms of where it comes from, and a target (inductive inference, meaning that the associations load the image of the target) is needed. In summary, image transfer is a positive transfer from source to target, and similarly a positive feedback from target to source (Riezebos, 2003). For transferring associations, it is both necessary that source and target have something in common (e. g. common brand name), and that the target evokes certain brand associations. Ingredient branding and co-branding are brand-stretching strategies based on image transfer. Critical success factors for image transfer are 1) the sources’ level of brand-added value, 2) how the products are related to each other (target and source should only to a minor degree differ from each other), 3) the target group similarity (Park, 1991), and 4) family resemblance (different packages sharing the same facings). Brand association base Simonin and Ruth (1998) stress the fit between brands (and between the products), which significantly affects the attitudes towards the alliance. Leading researchers agree that companies should integrate the brands they cooperate with within their overall brand architecture. The authors have used the brand association base described by Uggla (2003) to examine the question of fit. The result can be seen in the figure below where the association base model has been modified with the findings from the case studies. The association base is a relevant tool for this purpose – to organize brand alliances and the brand structure from a leader brand perspective and intention. The association base describes how brands can be organized together. The model contains four different core components: leader brand associations, partner brand associations, institutional associations and the customer’s brand image. In a cooperation of brands, the advantage for the leading brand is that it adds values and positive associations to the product. The partner brand gets access to the distributions channels leading to the end-consumer market. The collaboration between the leader brand and the partner will determine an association base. The customer will evaluate the perceived equity from the association base and shape a specific brand image (Uggla, 2001). Figure 2: Modified brand association base (Uggla, 2003) Bosch, as a car part producer with German quality and innovation as their base of associations, could definitely contribute to the car manufacturer’s base of associations as for Mercedes-Benz: Enduring Passion. Autoliv has valuable associations for a potential host brand in terms of car safety. On the other hand, Autoliv does not build brand value, Autoliv would be a weaker partner brand according to the collaboration theory. The partner brand should help to expand the base of associations of the leader brand, and the partner brand’s core identity should lead into the direction the leader brand wants to go to, and the direction should be defined by the leader brand. The partner brand should also help to strengthen the base of associations while bringing in exclusivity and differentiation. Once more, Bosch has proven to be a valuable partner when tested against this theory. Autoliv stands weaker in this respect because the company is not actively building brand equity towards the final customer. To summarize, Uggla (2003) suggests that a less familiar leader brand should be connected to a strong partner brand with high brand familiarity. A lesser-known and/or unfamiliar car manufacturer (e. g. Asian car manufacturers who want to enter new markets outside Asia) using Bosch in-car equipment, for example, would be a positive example of this guideline. Functional and emotional incentives for brand collaboration A way of defining the motives for collaboration is given by Uggla (2001). He suggests a model based on a matrix, which is divided into emotional and functional benefits, to be able to understand why brands engage in co-operation. The model is based upon Aaker’s theory about the brand’s identity, but focuses on how the components of the value proposition are divided and shared among partners. The model divides the brands engaged in co-operation to a leader brand and (one or more) partner brand(s). The leader brand can choose to develop own associations or choose to capitalize on other brands’ associations. The partner brand’s contribution should be to expand to the leader brand’s base of associations and add critical physical and/or emotional attributes. Two different incentives for collaboration are functional and emotional benefits (Uggla, 2001). An example for a functional alliance is Intel because Intel contributes with a product (the processor for a computer) for which they have core competence. With emotional incentives, the aim of the leader brand is to endorse reputation (Cooke, 2000), which is the aim to get a better image and/or quality association with the help of the partner brand. On the other hand, the partner brand can profit from the leader brand’s functional attributes. [pic] Figure 3: Applied incentive model from leader and partner brand perspective The authors have modified this model in respect to the case analysis (see Fig. 3). As mentioned above, a brand that wants to lend associations to another brand strong must have strong incentives that can be either functional or emotional. For car producers, working together with Bosch could gain core competence and expand the value proposition (e. g. Bosch as a technology leader in ESP, ABS and diesel technology). This is according to the theory (Uggla, 2003), which says that collaboration based on functional incentives implies that the one brand contributes with core competence. Bosch would also profit from brand collaboration through shared costs in RD. Bosch might expand the legitimate territory for their products if the car manufactures allow Bosch to brand their ingredients. Accentuating emotional attributes are also a possibility for Bosch: â€Å"It is our strategy to position Bosch as an innovative, international, modern company† (Stefan Seiberth, Bosch). A car producer might also want to work together with Autoliv based on functional motives because Autoliv has core competency and is a leading manufacturer of car safety equipment (intelligent seat belts, irbags, etc. ). The focus for Autoliv is choosing partners who have a commitment to actively work with the development of safety in cars. As it is the case with Bosch, Autoliv would gain from collaborations by sharing costs for RD. Emotional incentives are also important for the company and play a certain role in choosing partners for a new project, according to Autoliv. The image of the car ma nufacturer is important; therefore, the company strives to share development with car manufacturers in the premium segment† (Mats Odman, Autoliv). To summarize, according to the incentive model, both Bosch and Autoliv offer sufficient incentives, both from partner brand as well as from the leader brand perspective. 6. Results: Transferring successful ingredient branding to the car industry The authors have taken into account the findings from the secondary sources of Moon (2002), Aaker (1996), and Keller (2003), all of which present a deeper analysis of ingredient branding strategies, and have compared these findings with the information from the car suppliers Bosch and Autoliv. We first want to emphasize that successful companies invest in and put the brand first. Moreover, the most effective strategy for a company is to become a brand-driven organization (Kotler/Pfoertsch, 2006). These companies not only differentiate themselves through their technology, but also through their level of service and through all employees working effectively towards the success of the brand, and thus, the company. In addition, ingredient branding is a form of multi-stage branding (Baumgarth, 2001). Therefore, the whole value chain, from (ingredient) producer to the final customer, needs to be considered. In the case of Bosch or Autoliv, the retailer, the producer of the final good, and the final customer need to be connected. This implies that all downstream markets need to be part of the strategy. Hillyer/Tikoo proved that consumers are cognitive misers (Hillyer/Tikoo, 1995). This means that consumers simply trust that a well-known manufacturer would not allow itself to collaborate with a low quality supplier. This has been proven with the success of Intel. Customers simply transferred the decision making to the computer manufacturers by trusting that the manufacturers have chosen the right microprocessor supplier, Intel. In terms of transferring these findings to the car industry, Autoliv could step into the shoes of Intel. Autoliv could act as a retrieval cue (Hillyer/Tikoo, 1995) for potential car buyers, where the car buyer trusts the car manufacturer to have picked a trustworthy brand in the area of car safety. Also, for a successful ingredient branding strategy, it is crucial that the right opportunity in time be identified. If we look at the success of Intel, often regarded as one of the most successful ingredient branders, one aspect that is different between Intel and the automotive industry is the timing of the ingredient branding. The computer industry matured during an era when computer sales were strongly on the rise accompanied by a period of increasing sensitivity to the value of branding (Cook, 2003). The car industry is already mature, therefore, the timing is not optimal for an ingredient brand strategy: â€Å"It would be great to replicate [Intel’s success in the automotive industry], but it’s 80 years too late to do it† (Klaus Deller, Bosch Group, in: Cook, 2003). The authors want to stress though, that even the car industry will offer windows of opportunities, especially when supplier come up with decisive inventions and innovations. Another factor to consider is that In contrast to the situation like Intel, where producers were actively looking for co-operations, car manufacturers often want to control their brand image and are currently not actively seeking brand collaboration with supplier. This fact makes the ingredient branding strategy even more complicated to implement. A solution to this would be for suppliers like Autoliv and Bosch to adopt a pull strategy by creating consumer demand. The pull principle is also the basic underlying concept that is best suited for ingredient branding, meaning that the ingredient manufacturer directly addresses the final customer (Pfoertsch/Schmid, 2005). Bosch is, through its automotive advertising campaigns in 2006 and 2007, on its way to utilizing such a strategy. Building strong association could even be implemented into the car industry. The OEM’s in the car industry could effectively promote their associations, which in the case of Bosch could be ‘braking safety’ (ABS, ESP), and ‘passenger safety’ (Airbags), in the case of Autoliv. The authors conclude that it is entirely possible for auto suppliers to establish an ingredient branding strategy. Bosch and Autoliv proved to have substantial possibilities for ingredient branding. This conclusion can be drawn through congruence of findings of the empirical research with theory. It is vital to the success of the strategy, though, that the whole organization not only strives for the same objective, but also consistently delivers the brand promise. Only with this â€Å"quality thinking† in the organization, can an ingredient succeed in the final industrial good. And – not to forget – it is time-consuming to create and establish a brand. Therefore, the overall strategy needs to be a long-term engagement in the marketing and branding investment. 7. Suggestions for future research This paper has examined the question of ingredient branding as a viable strategy for producers of industrial goods. In particular, we tested automotive suppliers Autoliv and Bosch (Norris, 1992; Keller, 2003; Riezebos, 2003). Since the scope of this paper could only cover the basics of this question, it would be interesting to go deeper into other aspects. A question for further research would be to find out how a model of the appropriateness of ingredient branding could be derived. Further research could cover even more industry segments in B2B marketing, thereby giving deeper insights into why certain industries have seen companies with successful ingredient branding, while others have not. Additionally, to discuss questions about an implementation strategy for ingredient branding needs more insight and research, including a possible guideline for companies that have decided to brand its ingredient. Examples from other industries could also be examined since the implementation process is very complex and many aspects need to be considered. Literature Aaker, D. A. , and Joachimsthaler, E. , â€Å"Brand Leadership†, The Fress Press, New York, 2000 Aaker, D. A. , and Keller, K. L. , â€Å"Consumer Evaluations of Brand Extensions†, Journal of Marketing, 54, January 1990, pp. 27-41 Aaker, D. A. , Building Strong Brands, The Free Press, New York, 1996 Baumgarth, C. , Ingredient Branding. Begriff und theoretische Begrundung, in : Esch, F. -R. : Moderne Markenfuhrung, Wiesbaden 2001, p. 17-343 Blackett, T and Boad, B: Co-branding, the Science Of Alliance, Macmillan Business, Interbrand, England, 1999 Blackett, T. , The Nature of Brands, in: Murphy, John, Brand Valuation, Hutchinson Business Books, 1989, pp. 1-11. Cook, B. , Can Bosch spark its OEM brand? , www. brandchannel. com, 2003 Cooke, S. , and Ryan, P. , â€Å"Brand Alliances: From Reputation Endorsement to Collabo ration on Core Competencies†, Irish Marketing Review, Vol. 13, 2000, p. 36-41 Hillyer, C. , and Tikoo, S. , â€Å"Effect of Cobranding on Consumer Product Evaluations†, Advances in Consumer Research, Volume 22, 1995 Kapferer, J. -N. Reinventing the Brand, Kogan Page, London, 2001 Kapferer, J. -N. , â€Å"Strategic Brand Management†, Kogan Page, London, 1992 Karolefski, John, â€Å"Intel Outside†, www. brandchannel. com, 2001 Keller, K. L. , â€Å"Conceptualizing, Measuring, and Managing Customer-Based Brand Equity†, Journal of Marketing, January 1993, pp. 1-29 Keller, K. L. , Strategic Brand Management: building, measuring, and managing brand equity, Prentice-Hall International (UK) Limited, London, 1998 Keller, K. L. , Strategic Brand Management: building, measuring, and managing brand equity, Prentice-Hall International (UK) Limited, London, second edition, 2003 Kotler, P. et al. , Principles of Marketing, Prentice Hall Europe, 1996 Kotler, P. , a nd Pfoertsch, W. , „B2B Brand Managementâ€Å", Springer, Berlin/Heidelberg 2006 McCarthy, M. S. , and Norris, D. G. , â€Å"Improving Competitive Position Using Branded Ingredients†, Journal of Product Brand Management, Vol. 8, Nr. 4, 1999, pp. 267-285 Moon, Y. , â€Å"Inside Intel Inside†, Harvard Business Review, October 15, 2002 Norris, Donald G. , â€Å"Ingredient Branding: A Strategy Option with Multiple Beneficiaries†, The Journal of Consumer Marketing, Vol. 9, No. 3, 1992 Park, C. W. , Jun, S. Y. , and Shocker, A. D. , â€Å"Composite Brand Alliances: An Investigation of Extension and Feedback Effects†, Journal of Marketing Research, Vol. 33, 4, 1996, pp. 453-466 Pfoertsch, W. , and Schmid, M. , „B2B-Markenmanagement: Konzepte – Methoden – Fallbeispieleâ€Å", Franz Vahlen, Munich, 2005 Pfoertsch, W. , and Mueller, J. Die Marke in der Marke Bedeutung und Macht des Ingredient Branding, Springer, Berlin/Heidelberg 2006 Riezebos, Rik, â€Å"Brand Management: A Theoretical and Practical Approach†, Pearson Education Limited, 2003 Simonin, B. L. , and Ruth, J. A. â€Å"Is the Company known by the Company it keeps? Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes†, Journal of Marketing Research, Vol. 35, February 1998, pp. 30-42 Uggla, H. , â€Å"The Brand Association Base: A Model for Strategically Leveraging Partner Brand Equity†, Unpublished Paper, 2003 Uggla, Henrik, †Managing the Brand-Assoc iation Base†, Akademitryck AB, Edsbruk, 2000 Uggla, H. , †Organisation av varumarken†, Liber Ekonomi, Malmo, 2001 Uggla, H. , †Varumarkesarkitektur – strategi, teori och kritik†, Liber Ekonomi, Malmo. 001 ———————– [1] Waldemar Pfoertsch – Professor of Business Marketing – CEIBS China Europe International Business School Shanghai – Hongfeng Road Shanghai – 201206, China – Tel: +86(21) 28905662 – wap@ceibs. edu and Professor of International Business – Pforzheim University – Tiefenbronnerstrasse 65 – 75175 Pforzheim, Germany [2] Johannes Rid, National Sales Manager, Pirelli Tyre Nordic AB, Gustavslundsvagen 141, P. O. Box 14147, 16714 Bromma, Stockholm, Sweden,Tel: +46. 8. 6220850, Fax: +46. 8. 7550941, johannes. rid@glocalnet. et [3] Christian Linder – Research Assistant – Pforzheim Business School – Pforzheim University – Tiefenbronnerstrasse 65 – 75175 Pforzheim, Germany – Tel: +49 7231 28-6466, christian. linder@hs-pforzheim. de ———————– Bosch: Expand the legitimate territory Emotional incentives Functional incentives Bosch: Expand value proposition, modify brand personality Bosch: Engineering core com Autoliv: Core competence in car petence safety Partner brand perspective Leader brand perspective Bosch: Cost efficiency (RD), Short cut to awareness and distribution. Autoliv: Cost efficiency (RD) Institutional Associations Image Transfer Identity Transfer Customers’ image of the brand Leader Brand Associations e. g. Mercedes-Benz: Enduring Passion [pic]*fgyz}†°S? z  Ã‚ ©? iO?  ©i? i~? i? hM8(h@zhuT;CJOJ[4]QJ[5]^J[6]aJmHsH4h@zhuT;5? 6? CJOJ[7]QJ[8]? ]? ^J[9]aJmHsH+h@zhuT;5? CJ,OJ[10]QJ[11]^J[12]aJ,mHsH#h@zhuT;6? OJ[13]QJ[14]^J[15]mHsH0jh@zhuT;0J6? OJ[16]QJ[17]U[pic]^J[18]mHsH+h@zhuT;5? CJ,OJ[19]QJ[20]^J[21]aJ,mHsH+h@zhuT;CJ OJ[22]QJ[23]? ^J[24]aJ mHsH. h@zhuT;5? CJ OJ[25]QJ[26]? Partner Brand Associations Bosch: Innovation, quality Autoliv: Safety Association base fit How to cite Ingredient Branding of Industrial Goods, Essay examples

Otto Preminger And Carmen Jones Explorer â€Myassignmenthelp.Com

Question: Discuss About The Otto Preminger And Carmen Jones Explorer? Answer: Introducation Celebrities are individuals who are widely known by society and had attained a degree of media and public attention. They are recognized for their reputation which is for either good or bad deeds. Formation and management of positive reputation in society is not an easy task as it requires a lot of hard work and patience (Wasserbaue and Dhoest, 2016). The present study is based on research work on the life of celebrities; Maria Callas and Madonna by considering the factors which led them to the diva status. Maria Callas is a traditional diva, calm yet strong, being a heavenly idol also a very brilliant opera singer. On the other hand, Madonna is a modernistic diva; she is motivated, ambitious and often reveals unpredictable and domineering behaviour. On the basis of this research, lessons learnt from their life will be summarized. Reputation of Maria Callas and Madonna as divas Maria Callas has enduring legacy due to her sensational voice and determination to become a glamorous diva. She transformed herself into a glamorous diva whose mesmerizing stage presence and enhancing scandalous behaviour provided her frequent place to covers of international magazines (Sonneborn, 2014). She made her professional debut through Royal Opera of Athens in Boccaccio and quickly earned the primary role of Tosca (Smith, 2000). However, later she struggled for finding other roles due to World War II and faced various rejections. Due to this she moved to Verona and later debut with the performance of La Gioconda and get married to rich industrialist Giovanni Meneghini. With the management team of her husband, she continued her performance and became a demanding diva and in 1954 made debut in America in Norma which was considered to be her signature role. Madonna started her career as a pop star singer in 1980 and became an idol for psychology and influenced them with her revealing fashion sense and she was a fashionista. Madonna was a good student; she won a scholarship in 1978, from the Michigan University. Eager for popularity and stardom, she stopped during her second year and shifted to New York; she had worked in shift despite having low and started to fight for performances and shows (BERNSTEIN, 2014). In New York club scene, she was popular, after she gave a hit Holiday, which was one of the Americas Top 20 and'Like a Virgin' (1984) was her title track became the singer's first No. 1 single. During 1985, Madonnas singles were sold more rather than any other artist. Madonna pursued the achievement of 'Ray of Light' with 'Music', however, 'American Life' album didnt succeed and was not as hit as expected. She came back to form her 10th album 'Confessions on a Dance Floor' which was released in November 2015, along with its 'Hung Up' as a lead single getting number one position in 41 countries. In 2015, her latest album was released named 'Rebel Heart'. With the initiation of her career, Madonna was popular as "Queen of Pop", had a great social-cultural effect on all over the world with her thoughts behaviour, tapes, recordings and lifestyle. Factors which had contributed to reputation and fame of Maria Callas and Madonna as divas Maria Callas and Madonna were amazing singers and renowned with the status of diva due to their hard work and emotional intensity of their voice. They both had adopted something different from the league to retain their fame. Maria Callas had transformed herself to gain a glamorous body, and Madonna had adopted revealing fashion sense which had a significant impact on youth (Grover-Friedlander, 2014). Further, they both had endured scandals and struggled over the course they career, but they continued their musical journey with innovation and reinvention in their music work. Both divas were able to act with words and their ability to rise to glamour despite having severe emotional and personal difficulties (Placanica and.et.al, 2014). Artistic achievements of Callas had provided her title of "the Bible of opera" by Leonard Bernstein and even after 30 years of her death she is still the definition of a diva and best-selling vocalists. On the other hand, Madonna is living legend as a p rimary contributor of contemporary pop and being considered as one of 25 Most Powerful Women of the Past Century. Similarity and differences in the process of reputation construction of Maria Callas and Madonna as divas The career of Madonna and Maria Callas has significant differences but the similar outline of musical journey. Maria Callas had started her career as opera singer through debut in royal opera but having a quick downfall in her career and faced various rejection due to World War 2. On the other hand, Madonna had got a quick career start up, as she was a good model and had an amazing voice (Wasserbauer and Dhoest, 2016). Madonna selected reinvention and innovation for boosting up her career while Maria Callas selected transformation of her body and support of better team work. Madonna had taken various vocal lessons for improving her voice regarding speech quality singing. While Maria Callas were not so much engaged in so much of training. Maria Callas have similar stereo types as she started her career through lowering their voices to straining their vocal cords. However, Madonna had broken all the rules with the launch of Gangbang as the statement against stereotype. They both have f aced emotional distress due to their personal life, and as a consequence, their career gets adversely affected (Melville, 2017). Although, they both arise from failures and restart their career with amazing debuts and earn the title of diva in the music industry. Happy coexistence of myth and truth in the process of reputation construction Life of celebrities is always on public display due to curiosity of media, followers and their criticizers. Their lives are always surrounded by buzz of rumors which are not always true due to which there is happy coexistence of myth and truth at the time of process of reputation construction (Mabry, 2015). For example, not all love affairs rumors of Maria Callas and Madonna were true but their closeness to cited person were truth to some extent. Both divas were working hard for re-debut but they get criticized for deteriorating public images but without affecting by it they rebuilt their musical career and become immortal and legend as a diva in musical industry. Lessons learnt from life story of Maria Callas and Madonna as divas The musical journey of Maria Callas and Madonna as divas provides various learning to their followers. In these learnings, primary lesson learnt is that hard work is the key to your success all we need is to keep trying and give you best. Both the celebrities had faced down time, scandals and emotional breakdown but as a performer, they continued their journey instead of quitting (Simosko, 2013). Another lesson I learnt from them is continuous improvement and innovation in work assist in growth in a career by providing new heights. By making use of clever innovation and reinvention (in terms of music, fashion and dance), Madonna kept herself in headlines and grab the attention of music lovers. marketing, if you do not spend sufficient time on training, then your career will adversely affect like Maria Callas (Maria Callas Biography.com, 2017). In addition to this, it is team work which provides success as individual work is temporarily viable but not for long lasting success. These b oth divas are a beacon for women across the world and a commendable example for leaders in any facet of life References Grover-Friedlander, M., 2014.Vocal accounting: the attraction of cinema to opera. Princeton University Press. Melville, D., 2017. Kissinthe Breeze Goodbye: Otto Preminger and Carmen Jones.Explorer, (83). Placanica, F., Karantonis, P., Verstraete, P. and Sivuoja-Kauppala, A. eds., 2014.Cathy Berberian: pioneer of contemporary vocality. Ashgate Publishing, Ltd.. Sonneborn, L., 2014.A to Z of American Women in the Performing Arts. Infobase Publishing. Wasserbauer, M. and Dhoest, A., 2016. Not Only Little Monsters: Diversity in Music Fandom in LGBTQ Business.IASPM@ Journal,6(1), pp.25-43. Simosko, N., 2013. What can leaders learn from Madonna? [Online]. Available through https://www.fastcompany.com/889239/what-leaders-can-learn-madonna. [Accessed on 31st July 2017]. Mabry, J., 2015. Madonna builds a worldwide reputation as leading innovator in rehabilitation. [Online]. Available through https://journalstar.com/niche/star-city-health/medical/madonna-builds-worldwide-reputation-as-leading-innovator-in-rehabilitation/article_ec2340fd-1faf-536c-8a44-8eb2dd8c3d80.html. [Accessed on 31st July 2017]. Maria Callas Biography.com. 2017. [Online]. Available through https://www.biography.com/people/maria-callas-9235435. [Accessed on 31st July 2017]. Smith, B. S., 2000. [Online]. Available through https://www.nytimes.com/books/00/11/05/reviews/001105.05smitht.html. [Accessed on 31st July 2017].

Should Marijuana Be Legalized Essays (1396 words) - Herbalism

Should Marijuana Be Legalized? The controversy of legalizing marijuana has been raging for quite a while in America. From some people pushing it for medical purposes to pott-heads just wanting to get high legally. Marijuana has been used for years as a popular drug for people who want to get a high. All this time it has been illegal and now it looks as if the drug may become legal. There has been heated debate by many sides giving there opinion in the issue. These people are not only left wing liberals either. Richard Brookhiser, a National Review Senior editor is openly supportive of medical marijuana yet extremely conservative in his writing for National Review (Brookhiser 27). He is for medical marijuana since he used it in his battle with testicular cancer. He says I turned to [marijuana] when I got cancer because marijuana gives healthy people an appetite, and prevents people who are nauseated from throwing up. (Brookhiser 27) Cancer patients are not the only benefactors from the appetite enhancer in marijuana, but so are any other nauseous people. Arizona and California have already passed a law allowing marijuana to be used as a medicinal drug. Fifty Six percent of the California voters voted for this law. We've sent a message to Washington, says Dennis Peron. They've had 25 years of this drug was, and they've only made things worse. (Simmons 111) The Arizona proposition garnished an even wider margin of separation between the fore's an against in a sixty five percent support tally. Ethan Nadelmann insists that these propositions are not about legalization or decriminalization. They're about initiating some non radical, commonsense approaches to drug policy. General Barry McCaffery disagrees saying, I don't think this was a medical issue from the start. (Simmons 111) He also calls the new laws, a tremendous tragedy. The federal government has a hard time letting the California/Arizona act stand. Marijuana is a schedule one drug, and has no medicinal purpose. Cocaine and morphine on the other hand are schedule two and do have medicinal value. Gen. McCafferey says a physician who tries to prescribe a schedule one drug with or without the referendums in California or Arizona, is subject to prosecution under federal law. (Simmons112) This quote has come under great duress since the DEA is the only group which can arrest someone who uses pot and slap someone with a petty misdemeanor. People will not care if they run the risk of a misdemeanor and likely use the drug anyway. Dennis Peron, one of the leading activists of marijuana legalization, has devoted twenty years to the legalization of marijuana. He says that when friend Jonathan West, developed AIDS, Dennis saw the potential uses for medical marijuana when he saw Jonathan feel better after smoking weed. (Rist and Harrison 75-76) Peron fought wildly to pass a bill to legalize medicinal marijuana. Any other drug that eased nausea, increased appetite, and reduced pain, would be prescribed everywhere. says Peron. (Rist and Harrison 75-76) A Harvard Medical psychiatrist calls the drug a wonder drug for pain, nausea, and appetite. However, there are many cons to the pros in prescribing marijuana for nausea and pain. Tetrahydrocannabinol (THC) is the active drug in marijuana used to help relieve nausea in cancer patients. This THC has been proven to lower testosterone in the blood stream for men. (Angier 15) This is not a major concern to full grown men because the level of testosterone quickly rises back after the smoker is done smoking. However, it may be harmful to adolescent boys. In adolescence, a boy's body is going through many changes--it grows taller, it gets hairier, the voice deepens--and these changes are controlled by testosterone. Marijuana could very well block the normal growth process. says Carol Smith, of the Uniformed Services University of the Health Sciences in Bethsheda Maryland. Columbia university did a study on 16 men who smoked five to fifteen joints a day. After they finished smoking their sperm counts were counted. It was discovered that all of the men experienced a dip in sperm count for weeks after and had malformed sperm cells. This could cause some serious malformations in conceived children. Studies were done on female rhesus monkeys who

A Quick Guide to Balanced Scorecards

A Quick Guide to Balanced Scorecards Here is an overview of a BSC (balanced scorecards) management tool, its advantages and disadvantages. The Balanced Scorecard (BSC) is a popular strategic management tool developed in 1992 by Robert Kaplan and David Norton to answer what the two researchers saw as a shortcoming in existing strategic planning methods: A way to connect the long-term objectives of a business to short-term performance measures, particularly financial indicators. The problem is easy enough to understand; a company’s overall goals, usually expressed in its Mission Vision Statement, are often somewhat abstract and difficult to express in terms of the day-to-day (or month-to-month, or year-to-year) activities and processes of the organization – it may not be clear to the people in the organization exactly how their work tasks at this moment are steps towards the company’s greater objectives, a bit of confusion that can create problems for maintaining productivity and motivation. The BSC is a way to â€Å"provide a roadmap† showing how to present activities lead to future objectives, and if used correctly, the tool can be very effective. If you have any questions our writers will gladly help you! STRATEGIC MANAGEMENT TOOLS PART 1 Background of the BSC The Fundamental Ideas Behind It Kaplan and Norton first introduced the Balanced Scorecard in an article in the Harvard Business Review in 1992 (â€Å"The Balanced Scorecard – Measures That Drive Performance†, HBR January-February 1992), in which they explained that any firm has four key perspectives from which it should consider its strategy: Financial, Customers, Internal Processes, and Learning and Growth. The firm needs to make money, and for that it needs customers; customers’ needs are served by the output of the firm’s internal processes, and in order to achieve and maintain a competitive advantage, the firm must learn and improve over time. Consequently, the BSC begins with a firm asking itself four important questions: What is our value to our shareholders? (the financial perspective) What is our value to our customers? (the customer perspective) In order to provide the value to our shareholders and customers, in what must we excel? (the internal processes perspective) How do we sustain our advantages and continue to improve? (the learning and growth perspective) The answer to each of these four questions has four parts: A relevant objective or objectives; the measures of performance that appropriately assess progress towards those objectives; the specific target value of the performance measures that would signify the objectives’ having been successfully achieved; and the specific processes or activities that must be done in order to achieve them. In form, the Balanced Scorecard is a four-sided matrix, with the firm’s vision and competitive strategy at its center: The Balanced Scorecard (Source: Kaplan Norton, â€Å"Using the Balanced Scorecard as a Strategic Management System†, HBR, January-February 1996) DIFFERENCE BETWEEN MANAGEMENT AND LEADERSHIP Advantages of the BSC The first advantage of the BSC is that it forces firms to quantify their goals. Aspirations expressed in a Mission Vision Statement such as â€Å"being an empowered organization† is a platitude without some explanation of what â€Å"an empowered organization† is, and how, exactly, the organization can become â€Å"empowered†. Or for that matter, whether or not being â€Å"empowered† actually has anything to do with effectively meeting stakeholders’ and customers’ needs, maintaining sound internal processes to achieve those, and improving the organization to maintain a competitive edge. The second advantage of the BSC is that its format makes it easy to see how all of the strategic management perspectives relate to one another. Conflicts between objectives in different areas are immediately apparent and can be corrected. Perhaps the biggest advantage of the BSC is its versatility. Although it was designed for application in business management settings, the basic template can be applied to almost any initiative or organization. By slightly modifying the four key perspectives, the BSC can even be applied to specific areas of the organization and even to individuals. In fact, there is some research that suggests that the BSC is gaining, even more, use as a performance management and assessment tool in HRM applications than as a firm-level strategic planning tool. Disadvantages of the BSC Like many other strategic management tools, the BSC has one unavoidable potential handicap in that it is only as good as the quality of the information put into it. The tool suffers from the same risk as the SWOT analysis called SWAG (Scientific Wild-Ass Guess) by Oxford’s Professor Malcolm McDonald; the importance of objectives and other factors may be over- or underestimated or overlooked entirely, which leads to the BSC returning poor results because the right information is not actually included. Another problem that can make the BSC less effective than expected is that by design, it gives equal weight to all four of the key perspectives, while in actual practice, many organizations might need to give greater weight to one or another. For example, a non-profit organization would likely have very strong customer perspectives and a lesser focus on financial outcomes; without adjusting the BSC to reflect its priorities, the organization might end up actually hindering its efforts towards achieving its goals. And finally, the results of some empirical research on the effectiveness of the BSC suggests that just as with most strategic management tools, its performance in real-world applications falls a little short of the academic hype. A fairly recent broad study of strategic management tool use and effectiveness found that the BSC tends to work better for larger and more complex firms than for smaller ones, and that the alignment of strategy and performance is perceived to be better among firms that use the BSC in combination with other strategic planning and assessment tools than among firms using the BSC by itself (E.Tapinos, R.G. Dyson M. Meadows, â€Å"Does the Balanced Scorecard make a difference to the strategy development process?† Journal of the Operational Research Society, vol. 62, no. 5, 2011). One reason for this may be that, contrary to the assertions of Kaplan and Norton, the BSC is not actually designed to develop organizational strategy; the firm’s vision an d strategy must necessarily exist beforehand in order for the BSC to work as designed, meaning that the BSC is the best thought of as a performance management and operational planning tool (hence its popularity in HRM practice), rather than a strategic development tool. STRATEGIC MANAGEMENT TOOLS PART 2 Whatever project you are working on, be assured you have a  reliable team  of writers  to work with. You can place your order here!

Google's Hotel Finder Research Paper Example | Topics and Well Written Essays - 500 words

Google's Hotel Finder - Research Paper Example However, the tool has few drawbacks as well with respect to the determination of popularity of an area where one plans to book a hotel in. On the whole, the tool has a great impact on the hotel industry by enlisting the potential winners and losers. The launching of Google hotel finder has impacted the hotel industry tremendously. Although it has created threats for numerous distributers such as travel agencies by entering into a competition with them yet it has opened new opportunities for hotels to make the most of Google hotel finder. It is made possible by allowing the users of Google hotel finder to establish a direct link with the hotel distributers on their websites instead of communicating with Google directly. It involves the role of Google hotel finder as an advertising medium for the hotel distributers that feature on Google hotel finder. Therefore, the potential winners are the hotel distributers that can do their advertising by paying a cost to Google, the most searched optimization engine. Thus it may enable them to get benefits in the form of getting increased customers that search for hotel through Google hotel finder search tool. Hence, Google has not only created a tool to increase traffic on its site in addit ion to the previous tools of Google maps and Google places, but also allowed hotel distributers to gain a lot from this new tool of Google. To sum up the analysis of a new tool by Google that enables users to search for hotels in the exact locations in which they want to travel and stay in by providing useful information about the pricing and rates of hotels. Not only the tool equips users with helpful information about the areas by highlighting the specific parts in the form of a drawing to make users decide on which areas they would like to visit but also allows them to book a room with the hotel of their