International marketing through franchising and entrepreneurship - Free Essay Example

Sample details Pages: 20 Words: 6137 Downloads: 8 Date added: 2017/06/26 Category Statistics Essay Did you like this example? The past twenty years has seen an unprecedented internationalisation of business and growth of multinational organisations. Some analysts credit these large multinational firms with more economic impact than many nation states. This has greatly changed the way marketing is done. Global markets are extremely difficult to define, and variables significantly more complex and diverse. The decision to take a company outside the UK involves careful analysis of risk and benefit factors, consideration and selection of potential markets, planned market entry, and development of market penetration over time. While this can be done through a number of strategies, franchising is a growing means of achieving international presence. In particular, McDonalds and The United Colors of Benetton represent two distinct yet successful examples of effective international marketing in globally franchising firms.. Don’t waste time! Our writers will create an original "International marketing through franchising and entrepreneurship" essay for you Create order DECIDING TO FRANCHISE INTERNATIONALLY With the increase in international franchising and its impact on marketing, a number of studies have been conducted on various related aspects. One first consideration in literature is what leads to the decision to go international, and how this stimulates marketing within the firm. It is first helpful to consider the relationship between parent companies and their subsidiaries, whether franchises, partnerships, or company-owned outlets. Structurally, large multinationals such as McDonalds and Benetton are better viewed as inter-organisational networks than monolithic hierarchies, because each subsidiary can take actions that affect the company as a whole (Birkinshaw 2000, 2). Corporate structure is determined by interplay between parent and subsidiary, with both responding to and driving needed changes in the business environment (Birkinshaw 2000, 4). Sometimes it will be the subsidiary that pursues markets, making a proactive and deliberate pursuit of a new business opportunity in order to expand its scope of responsibility (Birkinshaw 2000, 2). Eroglu (1992) studied determinants in firms decisions to franchise internationally. He found two sets of perceptual variables perceived risks and perceived benefits determine a companys decision (19). When the perceived benefits outweighed the perceived risks, the company would proceed with expansion. Cost/benefit analysis in one common method for measuring benefits versus risk, but again, is filtered through the perceptual opinions of decision makers. It is therefore to consider the variables as perceived benefits and perceived risks (Eroglu 1992, 23). Additional research cites factors leading to international franchising as either push factors or pull factors. Push factors include market saturation, competition, and diminishing domestic profits (Alon and McKee 1999, 76). For example, after fifty years of franchising in the United States, there are a limited number of good locations for domestic franchises that do not already have a McDonalds restaurant. Should McDonalds continue to build restaurants in a saturated market, they will begin to cannibalise each other, with one McDonalds competing with another nearby for market share. This is not a healthy long-term scenario for either the franchisee or the parent company. In the case of Benetton, more and more fashion retailers start-ups and expansions have greatly increased competition within the sector (Barela 2003, 114). This competition reduces the potential and actual profits of both current and future outlets, causing the firm to explore other markets where competition is less i ntense, and market share more easily won. Pull factors include political changes, such as the opening of Eastern block countries to Western investment, economic changes, such as the growth of a formerly underdeveloped nation to the point it can sustain retail outlets, and the formation of regional trading units that seek out franchise opportunities (Alon and McKee 1999, 76). Both McDonalds and Benetton have been swift to move into emerging markets, even when other multinationals have delayed. For example, franchises in Kazakhstan require complex business licenses, which has deterred foreign investors. Benetton is one of the few Western companies to move into Kazakhstan, doing so through its typical franchise license method (Anon 2001, 5). Nigeria was not an initial new market target for McDonalds, as the average worker there will work over eleven hours to pay for a value meal. However, the company has entered the country successfully at the initiation of local franchisees, who locate their restaurants in more economically viable areas of the country (Vignali 2001, 97). Global market initiatives are often driven by unmet product or market needs amongst non-local suppliers and customers (Birkinshaw 2000, 23). In addition to push and pull factors, there are two theories in the study of franchising that explain the decision to move into international locations. Both address one of the most debated topics in franchising research: why the parent company would want to franchise, when company-owned units provide a higher rate of return (Elango and Fried 1997, 69). Once a business achieves a certain size, it is more profitable to the parent company if wholly owned. For example, a typical franchisee may make a forty percent margin, and pay half of that to the parent company. With the right economies of scale, the franchisor could recoup more of that profit margin by owning the company outright (Hoar 2003, 78). The first, resource scarcity theory, contends that companies lack the resources such as capital, local market knowledge, and managerial talent to open international outlets on their own (Altinay 2004, 427). By recruiting local franchisees who supply capital, management, and knowledge of the local market, franchising organisations can achieve internationalisation not otherwise possible (Altinay 2004, 427). The parent company would not be able to expand, particularly on an international level, without the assets offered by the franchisee. This theory is more easily applied to small and medium-sized firms which obviously lack the assets for internationalisation than it is to either McDonalds or Benetton. Interestingly both organisations do have some company-owned holdings. For McDonalds part, Ray Kroc once contended he was in the real estate business, not the restaurant business, citing the large passive income generated from the leasing of McDonalds properties to individual franchisees (Vignali 2001, 97). Agency theory is based on the relationship between the principal party, in this case the parent company, who owns or control a set of economic assets or functions. They delegate work to the agent, in this case the franchisee, who operate on the principals behalf (Doherty and Quinn 1999, 227). The theory stresses the importance of the process of the transfer of information, the problem of information asymmetry, and monitoring costs associated with both (Doherty and Quinn 1999, 224). Jensen and Meckling (1975) explain information asymmetry problems occur because the franchisee has detailed information about franchise operations that are not communicated to the parent company, and this causes division between the aims of the parent company and the franchisee. This is enhanced by the natural tendency for franchisees to operate in their own best interests, even at the expense of the parent company (Altinay 2004, 427). Applying Agency Theory to a firms decision to franchise internationally , the company usually does so on the basis of lower costs and decreased risk. Since salaried managers would be likely to under perform, going with franchisees increases the likelihood of dedicated performance, and therefore reduced monitoring costs (Elango and Fried 1997, 71). This theory contends that while both McDonalds and Benetton could open company-owned outlets instead of franchise, the inherent risk and monitoring requirements to the parent company outweigh the economic gains versus franchising. Internationalisation of a retail entity, such as Benetton, involves the development of operations, sourcing of products, and transfer of expertise. Doherty and Quinn (1999) cite a number of research studies, which conclude that franchising is a highly effective way to achieve desired results in all three areas in the retail sector (225). Franchises provide the parent company advantages such as economies of scale in marketing and production, while providing or entrepreneurial discretion at the unit level (Elango and Fried 1997, 68). In addition, franchises impact the overall marketing strategy and specific marketing activities of the firm as a whole. Any increase in business activity, such as new outlets or product, should generate additional marketing. In particular, international franchising usually requires adaptation of marketing products to the local cultures. In the case of Benettons social awareness campaigns, marketing product was intended to be used globally, although some areas and retailers found some of the photos disturbing or inappropriate (Barela 2003, 118). While the series certainly raised awareness and sales did increase during the time they were in use, there is contention whether the marketing scheme helped or hurt retailers bottom line in many locations (Barela 2003, 118). While McDonalds has had its own less effective marketing programmes, it has not created the same type of reaction as Benetton. McDonalds thoroughly researches each new market to determine the best, most effective, and least offensive marketing practices. Only then is a marketing mix developed. This often leads to the company adapting its gl obal marketing strategy and components for a specific geographical region or cultural group (Vignali 2001, 97). MARKET CHOICE Choice of market has also been a subject of much research. Each concept and country must be considered separately in relation to a multitude of issues about the market, potential franchisees, legal matters, receptivity to franchising in general, and feasibility of the particular concept (Maynard 1995, 69). In international markets, franchise relations are influenced by the extent to which the overseas franchise system can be transferred into the local market in terms of product acceptance, suitable local presentation and transferable support services (Connell 1999, 86). Legal concerns are of particular importance, since they differ so greatly from country to country. For example, there is currently no legislation in the UK that regulates franchising (Hoar 2003, 77). The European Union adopted block exemption for franchises, which protects them from antitrust laws. France, Mexico, and Brazil have enacted laws similar to those of the United States, requiring franchisors to provide pres ale disclosure to prospective franchisees, while Australia and Italy have adopted voluntary codes pertaining to presale disclosure and other requirements (Maynard 1995, 71). Atlinay (2004), citing a number of research studies, determined that several organisational determinants directly impact market choice. Organisation size greatly determines the number of franchises that can be supported, as each must be supplied with product and support (Altinay 2004, 429). Operating and international experience have both been shown to positively effect the decision to franchise. In general, the greater the experience of decision-makers, particularly if they have lived or worked abroad successfully, the greater likelihood they will pursue markets beyond current operations. (Altinay 2004, 429). Company leaders may also recognise that competitive pressures in current markets make growth and expansion there unlikely or prohibitively expensive. Similarly, the external environment of the markets under consideration may make them more or less attractive to potential investors (Altinay 2004, 429). For example, some governments have highly restrictive business laws, while ot hers provide little or no protection for franchisers. The former makes both starting and doing business difficult, while the latter puts the franchiser at risk. A supposed franchisee could simply take the business model or proprietary systems and go out on their own, cutting the franchiser out of their rightful position in the relationship. Other researchers have concluded geographical and cultural proximity are major determinants of market choice (Alon and McKee 1999, 76-77). Specifically, organisations will choose markets based on their physical closeness or cultural similarities to the head office. For example, the areas most likely to begin franchises of UK businesses are Ireland and France, while US franchisers first target Canada and Mexico (Alexander and Doherty 2003, 15). The logistical issues of transporting people and product are greatly reduced when franchises expand into nearby countries, rather than ones far removed. After geographically immediate countries, the next areas targeted for franchise are those with similar cultures to the organisations host country (Alexander and Doherty 2003, 15). For example, UK retailers franchising in the US, Canada, or Australia can expect relatively similar customer groups, requiring little adaptation of product or marketing materials. Training, advertising, and other orga nisation material can remain in English, with no need for translation or significant cultural variations (Alexander and Doherty 2003, 16). In practice, some franchisers leave market choice almost entirely up to the initiation of franchisees, while others are more proactive. In a best-case scenario, both the subsidiary and parent company evaluate the local market, the internal market, and the global market when considering possible markets (Birkinshaw 2000, 9). For example, McDonalds both requires market justification from franchisees and carefully evaluates each new market opportunity before allowing franchisees to proceed (Vignali 2001, 97). Market approval is heavily dependent on resource allocation, that is, there must be sufficient resources available and available at that location for the market choice to go forward (Birkinshaw 2000, 45). MARKET ENTRY Various factors have been found to contribute to the method, location, and timing of market entry. First, there are a number of different methods used in international expansion and franchising. Direct franchising, joint ventures, and master franchising are all common. In direct franchising, the parent company seeks out potential franchisees in market areas it has selected for development (Maynard 1995, 66). While it requires greater involvement by the parent company, it also allows the organisation to be more selective in franchisee choice and therefore have more control over the foreign operation (Maynard 1995, 68). Franchisees may be solicited through newspapers or similar media outlets, but are more commonly sought through recommendations of other successful franchisees (Noren 2001, 62). This method is similar to the licensing franchise arrangement typical of Benetton retailers worldwide; in some areas Benetton relies on a master franchiser, described below (Barela 2003, 116). Mc Donalds develops most of its franchises through a hybrid form of direct franchising, although individual franchisees initiate the franchising opportunity with McDonalds, rather than the organisation needing to seek them out (Noren 2001, 63). Sometimes the parent company actually joins with a local firm to move into a foreign market. This can be through acquisition or merger, but is more commonly accomplished through a joint venture. This is when the companies join forces to create a distinct third company owned by both partner firms (Maynard 1995, 66). Joint ventures create more-cumber-some tax and financial issues than the other two approaches, but they have other advantages, which vary depending on the partnership arrangement (Maynard 1995, 68). The created company then sometimes initiates or supervises franchise relations within its country or geographical region, and sometimes oversees company-owned units (Maynard 1995, 68). The most common approach to international franchising, and one used in part by Benetton, is the master franchisee. This person is typically a well-capitalized local businessperson, with good understanding of local laws and culture, established relationships, and knowledge of the marketplace (Maynard 1995, 67). They are recruited through local media such as newspapers, industry sources such as trade magazines, and international brokers. Some governments also assist in the process; for example, the United States Department of commerce seeks out foreign partners for US companies through its Gold Key program (Maynard 1995, 69). In this model, the master franchisee purchases the rights to develop franchise units within a specific area; this territory is often an entire country. After establishing a successful track record, the franchisee may be granted additional territories (Maynard 1995, 67). Master franchising requires minimal cost and involvement on the part of the parent company, yet provides some accountability within the geographic region (Maynard 1995, 68). Most importantly, the master franchisee provides local expertise and oversight of the sub-franchisees whom it chooses to operate individual stores (Maynard 1995, 68). Finally, franchisers are often approached by would-be master franchisees, who perceive a market for the product or service in a region (Maynard 1995, 69). Such contacts have opened the door to international expansion for many companies (Maynard 1995, 69). Some initiatives put forth by franchisees involve operations within the company. The most critical facilitator of internal market initiatives is the credibility of the subsidiary in the eyes of the parent company (Birkinshaw 2000, 26). Such initiatives are geared towards rationalising and reconfiguring the systems within the parent company and increasing the efficiency of resource use, rather than improving external variables or increasing the firms resource base (Birkinshaw 2000, 27-28). McDonalds has is positioned itself as inexpensive fast food in the United States; its pricing is relatively low as are customers quality expectations (Vignali 2001, 97). In the UK, restaurant prices are significantly higher in general. Consumers are willing to spend more for restaurant food but also have higher expectations of product quality and service (Vignali 2001, 97). McDonalds determines prices for its franchisees based on their local positioning and the prices of competitors (Vignali 2001, 97). In addition, McDonalds strategy of place is standardised; the organisation seeks easily-access, high traffic locations regardless of the country or region where the restaurant will be located. Facilities are also similar, although with subtle regional variations (Vignali 2001, 97). Benetton similarly emphasises location; as a high-end fashion retailer it is imperative its retailers locate in upscale shopping areas, again regardless of the country where the new outlet is located (Barela 2003, 116). This allows them to support the higher prices and quality of their products. For these reasons both organisations require location approval from their franchisees, and do not allow movement of outlets without permission from the head office (Vignali 2001, 97; Barela 2003, 116). Overall, direct and master franchising are the most commonly used methods for market entry by UK firms. They allow firms of various sizes, from small chains to large multinationals, to successfully internationalise. Companies can both grow globally and reap the benefits of size without sacrificing the benefits of local presence (Birkinshaw 2000, 1). The British Franchise Association (BFA) reports nearly seven hundred franchise systems are currently operational in the UK, accounting for more than 30,000 business units (Hoar 2003, 77). These franchises employ 330,000 people, and represented a total turnover of 9.5 billion in 2002 (Hoar 2003, 77). While British firms have been slow to franchise overseas, particularly compared to companies from the US and Japan, they are rapidly catching up. Over one-third of British retailers with operations outside the country employ franchising to some degree (Doherty and Quinn 1999, 225). This number increases with the number of countries in which a particular firm has operations (Hoar 2003, 77). Factors driving franchisings international expansion include heightened awareness of global markets, relaxation of trade barriers, saturation of some existing domestic markets, increasing prosperity and demand for consumer goods in many regions overseas, and increasing ease of doing business internationally because of improved communications and transportation systems (Maynard 1995, 66). Both McDonalds and Benetton have been impacted by at least three of these variables. DEVELOPING THE LOCAL MARKET Finally, entrepreneurs exhibit various strategies to develop the local market, even if they do so as agents or franchisees of a global firm. The traditional role of a subsidiary or franchisee is to adapt the parent companys product to local tastes, then act as a global scanner, sending signals about changing demands back to the head office (Birkinshaw 2000, 21). Examples of this would be McDonalds menu changes, often suggested or proposed by local franchisees, and the use of Ronald McDonald as a spokesman, which was first initiated by local franchisees (Anon 2003, 16). It is imperative, therefore, that large organisations, particularly those that franchise, create systems and structural contexts in which local entrepreneurial activity is both encouraged and controlled (Birkinshaw 2000, 31). If no such structure exists, franchisees will often act as free agents, making decisions and taking actions that they believe are in the best interests of the corporation as a whole, whether or no t these conform to the expressed desires of the parent company (Birkinshaw 2000, 2). Research indicates that four factors enhance initiative at the subsidiary or franchise level: autonomy, resources, integration and communication (Birkinshaw 2000, 31). High levels of autonomy and resources enhance local and global initiative, but detract from internal initiative. High levels of integration and communication enhance internal initiative, but detract from local and global initiative (Birkinshaw 2000, 31). Local market initiatives are facilitated most effectively through a moderate level of autonomy in the subsidiary coupled with a fairly strong relationship with the parent company (Birkinshaw 2000, 23). In terms of marketing, local franchises have valuable input needed by the marketing teams at the corporate office, and should be respected for both their ideas and their first-hand knowledge of whether something is working. If this does not occur, the company will suffer from information asymmetry problems, as previously discussed under agency theory (Doherty and Quinn 1999, 224). When McDonalds decided to use famous athletes in its promotional materials, ads, and television commercials several years ago, they queried local franchisees for suggestions. As a result, the company was able to choose sports figures recognised in each market area, rather than one internationally known athlete, such as a Tiger Woods, who might have less impact in local markets (Vignali 2001, 97). A basketball star was featured in ads in the United States, a footballer in the UK, and so forth. This allowed McDonalds to project a locally appropriate image through its marketing campaign and further position al ign local franchises as part of the community, rather than as a foreign restaurant (Vignali 2001, 97). The company was able to do this because they had previously established systems by which ideas and input could be communicated back and forth between franchisees and the corporate headquarters (Vignali 2001, 97). Developing market requires initiating or building the demand of the public for a product, and positioning and pricing the product where it is available to meet such public demand (Johnson and Scholes 2002, 370). The entrepreneur franchisee, therefore, has several strategies available. He or she can make suggestions to the corporate office. These are more likely to be well received if backed by solid market data, particularly data not available to headquarters. The entrepreneur can produce his or her own marketing scheme, if not prohibited from doing so by headquarters. He or she can become highly active in community activities and use the franchise or its products for market development. In the case of Benetton, local retailers could, for example, become involved with groups addressing world hunger. Whatever the strategy, it must result in an increased affinity for the consumer towards the product, brand or retailer, and a corresponding increase in purchasing. MCDONALDS CASE STUDY McDonalds started as a single family-owned restaurant. In 1948, Dick and Mac McDonald had started a self-service drive-up restaurant in California, using a very efficient delivery system they had invented and named the Speedee Service System. Ray Kroc, a milkshake salesman, visited the restaurant in 1954, and was so impressed with the system that he convinced the brothers to franchise their restaurant, a novel approach to business expansion at the time (Anon 2003, 10). The company incorporated and opened its first franchise in 1955, also in California (Anon 2003, 10). Fifty years later McDonalds was one of the worlds largest multi-national organisations, operating more than 31,000 stores in 119 countries. Over eighty percent of restaurants, including almost all international outlets, are franchised (Anon 2003, 123). McDonalds actively promotes its core values of quality, service, cleanliness and value, and requires this emphasis of all its franchises, regardless of location or local culture (Anon 2003, 123). When it comes to choosing franchisees, therefore, McDonalds is highly selective (Noren 2001, 60). Franchisees must go through a lengthy interviewing and training process, usually two years or more, without pay. They are also required to make significant capital investments, a high percentage of which must be from their own (non-financed) resources (Noren 2001, 61-63). Franchisees are required in their contract to become involved in their local community, a practise which further localises the international chain (Noren 2001, 62). It is important to note that McDonalds franchises are under a great deal more organisational control than many other companies franchising models. This prevents devaluing the McDonalds product through loss of uniformity or free-riding from local operators, but also inhibits entrepreneurial innovation (Noren 2001, 63). For example, headquarters can relocate a restaurant if they so desire, and often own the property and facility, which is leased back to the franchisee. Local operators are not allowed any variance in product without permission from the parent organisation (Noren 2001, 62). Training is very specific and highly regulated throughout the company. However, franchisees do have considerable input at the organisation, provided they follow the proper channels and secure approval before acting. Many of McDonalds promotional and menu items have come through the suggestion of local franchisees. A franchisee in Cincinnati, Ohio, first suggested fish sandwiches so as to be able to attract Roman Catholic families on Fridays. A franchisee in Pittsburgh suggested the Big Mac, another in California developed the Egg McMuffin, and two restaurant operators in Washington, DC, first used Ronald McDonald as their local spokesman (Anon 2003, 16). Another supported the companys first investment in what would become the Ronald McDonald House Charities (RMHC), a foundation began in 1974 that gave families of sick children a place to stay near their childrens hospital. Besides providing a much-needed social service, the charities have been an excellent public relations strategy. Current services have been expanded to include scholarships and free he alth care through mobile health trucks. RMHC currently operates in twenty-six countries (Anon 2003, 122). In recent years McDonalds has further increased the ability of local franchisees to run their own local promotions. For example, a long-time McDonalds owner in Florida (USA) reported a twenty-percent increase in same store sales, and attributed this increase to local advertising on television and in print. He creates his own ads in line with national promotions, such as showing pictures of McDonalds products at sale prices, with the national theme music of McDonalds current marketing campaign playing in the background (Kramer 1999, 6). Critics contend such loosening of marketing standards threatens brand dilution, although the company differs in opinion. McDonalds has benefited from the input of their franchisees in other countries, who assist the restaurant in adapting the menu and marketing to local tastes and needs (Vignali 2001, 97). Some McDonalds products are standard throughout the organisation. For example, french fries are included on all McDonalds menus worldwide and are subjected to intense quality control to maintain sameness (Vignali 2001, 97). Other products are adapted to the local tastes of the region. At a McDonalds in France, wine is available with a meal, while in the United States the strongest beverage on the menu is chocolate milk. Israeli McDonalds serve sandwiches without cheese, a kosher requirement, Japanese McDonalds offer rice and salads featuring teriyaki, and some other Asian outlets offer goat (Vignali 2001, 97; Anon 2003a, 99). The companys primary product mix of hamburger, fries, and a coke, however, remains constant throughout McDonalds worldwide. Most importantly, the organisation provides a system of input to its franchisees that allows controlled entrepreneurial activity at the franchise level. BENETTON CASE STUDY Luciano Benetton founded his colourful sweater retailer shortly after the end of World War II, and the company remains family-owned and operated. The company is known for its innovative operation and management methods, and its large network of subcontractors who produce the Benetton products (Barela 2003, 113). Acting as a franchisor, Benetton sells and distributes its products through regional agents, each of whom is responsible for developing a certain market area (Barela 2003, 113). The company arranges licensing agreements with local business people through these master franchisors, who then sell Benetton products. There are eight-three agents internationally, who are supervised by seven area managers (Barela 2003, 115). As a manufacturer, the company has high control of its product quality and design, and can control its franchisees through withdraw of product. Its success has become an example for multinational businesses around the world (Barela 2003, 114). Benetton currently has more than 7,000 franchises worldwide (Ivey 2002, 13). The company provides franchisees with product and the use of the Benetton name. It expects each store to develop its market successfully, with the help of some global marketing support (Barela 2003, 115). This allows a wide variety of entrepreneurial activity on the part of local franchisees, who can develop and run marketing programmes alongside those provided by corporate headquarters. Store location and control, product display and choice, and community involvement are all decisions left up to the individual franchise owner (Ivey 2002, 14). The company has recently begun to move into directly operated stores, particularly in high-cost areas where franchisees have been difficult to attract, such as the Madison Avenue area of New York City and High Street in London (Ivey 2002, 14). This allows it to maintain its market position as a superior quality retailer, rather than be classed with medium-quality competitors such as Gap (Barela 2003, 125). It has also moved away from boutique-type stores to the larger, warehouse-style stores increasing popular in many markets (Ivey 2002, 14). The move to direct retailing may affect a number of company-wide systems. For example, personnel functions for store personnel must now be handled by the parent company. The companys return policy, which requires items to be returned to the individual shop where they were sold, must now be reconsidered (Barela 2003, 115; Ivey 2002, 15). However, Benetton remains primarily a manufacturer that sells its product through franchise arrangements. Given its lack of direct local participation and the general saturation of the clothing industry globally, Benetton relies on a distinctive marketing approach to secure product and brand differentiation (Barela 2003, 114). Rather than a traditional marketing approach featuring its products, Benetton has launched a series of public awareness campaigns regarding social issues, using art photographers. Oliviero Toscani produced a series of photos for the company on themes such as war, culture, AIDS, and safe sex. The photos were first published in Benettons quarterly publication, then moved onto poster and print campaigns (Barela 2003, 114). One of Toscanis most controversial series featured photos of death-row prisoners in the US, along with editorials from the inmates themselves. While these campaigns allowed Benetton to produce a global marketing campaign, something that would have been otherwise prohibitively expensive given the number of different cultures and countries in which they operate, the graphicness of the photos has angered and turned off some consumers and franchisees (Barela 2003, 117-118). Posters of the photo campaigns were banned in some more conservative areas of the United States. In addition, the advertisements created feelings of hostility amongst Benettons retailers, who believed the advertisements decreased sales and claimed that Mr. Benetton listens to nobody (Pinson and Tibrewala 1996, 557). However, significant sales increases were reported during the campaigns. Benetton continues with social awareness as a marketing tool, although with less graphic series. It recently partnered with the World Food Programme to run ads highlighting the global problem of hunger, as opposed to starvation, and photos were relatively tame (Snoddy 2003, 20). CONCLUSION If this discussion and review of literature excites the reader with the possibilities available through international franchising and marketing as a franchising entrepreneur, they should. There are tremendous possibilities for the entrepreneurial businessperson in the international franchising arena. A number of British companies are excellent candidates for franchising overseas, but have not yet moved into this arena. Globally, many exciting franchising opportunities are viable to bring to the UK. Whatever type of franchise pursued, the entrepreneur should consider how marketing and marketing strategies can be used within the framework of the franchising agreement, to stimulate and grow the local market for his or her specific products or services. Market choice and entry components should be thoroughly researched, with documented and thoughtful planning. Finally, the entrepreneur must be willing to invest not only capital but the many long hours necessary to make the franchise a su ccess. The possibilities are immense for those able and motivated to pursue them. REFERENCES Alexander, N., Doherty, A.M. 2003. International Market Entry: Management competencies and environmental influences. European Retail Digest, issue 42, pp. 14-19. Alon, H., McKee, D. 1999. Towards a macro environmental model of international franchising. Multinational Business Review, Spring 1999, pp. 76-82. Altinay, L. 2004. Implementing international franchising: the role of intrapreneurship. International Journal of Service Industry Management, vol. 15, no. 5, pp. 426-443. Anon 2003. Celebrating 50 Years: Krocs vision transforms burger drive-in into fast-food empire. Nations Restaurant News, July 2003, pp. 8-19, 122-123. Anon 2003a. 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Johnson, G., Scholes, K. 2002. Exploring Corporate Strategy. Prentice Hall, Harlow. Laulajainen, R., Kazutoshi, A., Laulajainen, T. 1993. The geographical dimension of global retailing. The International Review of Retail, Distribution and Consumer Research, vol. 3, issue 4, pp. 367389. Maynard, R., 1995. Why Franchisors Look Abroad. Nations Business, October 1995, vol. 83, issue 10, pp. 65-72. Moore, C., Fernie, J., Burt, S. 2000. Brands without boundaries: The internationalization of the designer retailers brand. European Journal of Marketing, vol. 34, no. 8, pp. 919-937. Noren, D. 2001. The economics of the golden arches: A case study of the McDonalds system. Available at www.ebscohost.com, accessed 9 May 2005. Pinson, C., Tibrewala, V. 1996. United Colors of Benetton. In Global Marketing: Foreign Entry, Local Marketing, and Global Management, J. Johansson (ed). McGraw-Hill, New York, pp. 556-567. Quinn, P. 1998. Towards a framework for the study of franchising as an operating mode for international retail companies. The International Review of Retail, Distribution and Consumer Research, vol. 8, no. 4, October 1998. Ryans, J, Lotz, S., Kampf, R. 1999. Do Master Franchisors Drive Global Franchising? Marketing Management, Summer 1999, pp. 33-37. Semenik, R., Bamossy, G. 1995. Principles of Marketing: A Global Perspective. Southwestern, Cincinnati, Ohio, U SA. Snoddy, R. 2003. Benettons big shocker. The Times (United Kingdom), Features Section, February 14, 2003, P. 20. Sparks, L. 1995. Reciprocal retail internationalization: the Southland Corporation, Ito-Yokado and 7-Eleven convenience stores. The Service Industries Journal, vol. 15, no. 4, pp. 5796. Vignali, C. 2001. McDonalds: think global, act local the marketing mix. British Food Journal, Bradford, vol. 103, issue 2, p. 97. Welch, L. 1990. Internationalizationby Australian franchisors. Asia Pacific Journal of Management, vol. 7, no. 2, pp. 10121.Zwisler, C. 2005. Finding the Right International Master Franchise Partner. Franchising World, April 2005, pp. 43-49.

Analysis Of Nervous Conditions - 1202 Words

Nervous Conditions written by Zimbabwean author Tsitsi Dangarembga is a rather complex novel that communicates a plethora of implicit and explicit messages about complexities surrounding sex, class and gender. It is a story told from the perspective of Tambudzai(Tambu), an impoverished teen whom, as a result of the passing of her brother Nhamo, gets the opportunity to receive an education under the roof of her Uncle Babamukuru. While living with her uncle Babamukuri, the headmaster of the mission, Tambu develops a close-knit relationship with her cousin Nyasha. Moreover, through Nyasha’s quintessential character, Dangarembga creates a metaphor that reveals her view of the condition of colonization: colonization creates an atmosphere that†¦show more content†¦Nyasha’s identity is not something that is innate; it is something that was developed through her experiences. In particular, Nyasha’s exposure to England at a young age led her to develop a differen t perspective of the world around her. The native, Shona culture that she had known and shared with Tambu was challenged and replaced by Western values. She was led to believe that she was inferior and should aspire to live by Christian values. Ergo, Nyasha became crippled when trying to fuse the two cultures together, and her colonial education created a degree of cultural alienation that drove an undeniable wedge between her and her father’s relationship. Additionally, Nyasha’s education in England hindered her ability to bond and build relationships with her peers. In the same letter intended for Tambu, Nyasha desperately expresses a desire to be socially accepted. The letter reads: I am convinced that they have other reasons for disapproving of me. They do not like my language, my English, because it is authentic, and my Shona, because it is not! They think that I am a snob, that I think I am superior to them because I do not feel that I am inferior to men (if you can call the boys in my class men). And all because I beat the boys in maths! I know that I should not complain, but I very much would like to belong. (Dangarembga 200) Here, we see a very specific quandary. Nyasha is at a point where she cannot interact with her peers without judgment.Show MoreRelatedAnalysis Of Nervous Conditions 1494 Words   |  6 PagesNervous Conditions draws much focus on the lives of women living the impacts of colonialism in a traditional African society in Zimbabwe. These women struggle to assert themselves in a patriarchal society while at the same time it speaks about the history of a country that has been under colonialization. The female characters in the stories struggle in their lives to find ways to deal with their own situation; however, this essay emphasizes African women’s situation in both the colonized and/or patriarchalRead MoreNervous Conditions Analysis3886 Words   |  16 Pages  Nervous Conditions is a novel by Zimbabwean author Tsitsi Dangarembga, first published in the United Kingdom in 1988. The semi-autobiographical novel focuses on the story of a Rhodesian family in post-colonial Rhodesia during the 1960s. It attempts to illustrate the dynamic themes of race, class, gender, and cultural change during the post-colonial conditions of present-day Zimbabwe. The title is taken from the introduction by Jean-Paul Sartre to Frantz Fanons The Wretched of the Earth. Plot summaryRead MoreNervous Conditions Analysis3875 Words   |  16 Pages  Nervous Conditions is a novel by Zimbabwean author Tsitsi Dangarembga, first published in the United Kingdom in 1988. 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Dangarembga develops the characters Maiguru, Nyasha, and Lucia in order to convey how speaking out againstRead MoreCharacter Analysis Of Babamukuru In Nervous Conditions963 Words   |  4 PagesIn the story, Nervous Conditions, Babamukuru is Tambu, the main character’s, uncle. He is an essential character because his reactions dictate how all the other character’s act and behave. He is the father of two of the characters and the husband to another character, but always asserts himself in eve ryone’s life, because of his duty to the immediate and extended family. He is the disciplinarian and parental figure to many of the characters. He is tough and not loveable to his kids, he especiallyRead MoreNervous Systems And The Nervous System1386 Words   |  6 Pages The nervous system is a system of nerve cells and fibres that transmit electrical impulses throughout the whole body. The nervous system is made up of two systems; the central nervous system or CNS and the peripheral nervous system or PNS. The CNS is made up of the brain and the spinal cord (see Figure 1.0 below), these are protected by bone and cushioned by cerebrospinal fluid, and the PNS is the nervous around the rest of the body. The PNS consists of motor neurons, sensory neurons, somatic nervousRead MoreThe Autonomic Nervous System ( Sns ) Division Of The Nervous Systems1113 Words   |  5 PagesAutonomics and Stress Introduction: The autonomic nervous system, which is the division of the central nervous system that is not consciously controlled but regulates bodily functions, is influenced by stress. Stress can be defined as a stimulus that interrupts homeostasis within the body, either physiologically or psychologically. The influence that it has is innovation of the sympathetic nervous system (SNS) division of the ANS, and can include changes to skin conductance, heart rate, blood pressureRead MoreSurgeons: Surgery and Surgical Critical Care850 Words   |  4 Pagesdied. In this case, both a coroner and a medical examiner may be licensed to determine cause of death. In cases of violence, where a crime must be established, but has not caused a death, a medical examiner may assist in rape examinations, analysis of blood, analysis of DNA evidence, and thorough examination of the body to document injury. Usually we are used to seeing a medical examiner in a court setting, where he or she can describe cause of death or establish DNA evidence. When information aboutRead MoreThe Importance Of Walking Under Steady State Conditions1288 Words   |  6 Pagesof activity of lower extremities muscles and speed. Several studies in the past have looked into this relationship for walking under steady-state conditions. In this section we review these studies and their findings and we highlight limitations of their approaches and discuss the suggestions to expand the analysis to walking under transient conditions. Hof et al. [21] were one of the first groups to measure surface electromyograms (EMGs) from subjects walking at different speeds. Five speeds wereRead MoreLaura by Saki768 Words   |  4 Pagesï » ¿Stylistic analysis of a short story by Saki Laura The story under analysis is titled Laura. It is written by British author, master of the short story Hector Hugh Munro, better known by the pen name Saki. The very story belongs to fiction genre with a unique touch of mystery, psychological themes, as it concerned with two main heroines (Laura and Amanda) emotional states. The tone of the story is full of irony and even sarcasm, especially in the dialogues and closing lines. The mysterious

Entity-Relationship Diagrams and the Relational Model free essay sample

Abstraction, Data Independence – Query Languages – Efficiency (for most tasks) – Security – Data Integrity Data Models DBMS models real world †¢ Data Model is link between user’s view of the world and bits stored in computer †¢ Many models exist †¢ We think in terms of.. – Relational Model (clean and common) – Entity-Relationship model (design) – XML Model (exchange) Student (sid: string, name: string, login: string, age: integer, gpa:real) 10101 11101 Why Study the Relational Model? †¢ Most widely used model. †¢ â€Å"Legacy systems† in older models – e. g. , IBM’s IMS Steps in Database Design †¢ Requirements Analysis – user needs; what must database do? Conceptual Design – high level description (often done w/ER model) – Rails encourages you to work here †¢ Logical Design – translate ER into DBMS data model – Rails requires you to work h ere too †¢ Schema Refinement – consistency, normalization †¢ Physical Design indexes, disk layout †¢ Security Design who accesses what, and how †¢ Object-oriented concepts merged in – â€Å"Object-Relational† – two variants †¢ Object model known to the DBMS †¢ Object-Relational Mapping (ORM) outside the DBMS – A la Rails †¢ XML features in most relational systems – Can export XML interfaces – Can provide XML storage/retrieval Conceptual Design †¢ What are the entities and relationships in the enterprise? †¢ What information about these entities and relationships should we store in the database? †¢ What integrity constraints or business rules hold? †¢ A database `schema’ in the ER Model can be represented pictorially (ER diagrams). †¢ Can map an ER diagram into a relational schema. ER Model Basics ssn name lot Employees †¢ Entity: Real-world object, distinguishable from other objects. An entity is described using a set of attributes. †¢ Entity Set: A collection of similar entities. E. g. , all employees. All entities in an entity set have the same set of attributes. (Until we consider hierarchies, anyway! ) – Each entity set has a key (underlined). – Each attribute has a domain. ER Model Basics (Contd. ) name ssn Employees lot Works_In since did dname budget Departments ER Model Basics (Cont. ) name ssn lot dname did budget Departments since Employees supervisor Works_In subordinate †¢ Relationship: Association among two or more entities. E. g. , Attishoo works in Pharmacy department. – relationships can have their own attributes. Reports_To †¢ Relationship Set: Collection of similar relationships. An n-ary relationship set R relates n entity sets E1 En ; each relationship in R involves entities e1 ? E1, , en ? En †¢ Same entity set can participate in different relationship sets, or in different â€Å"roles† in the same set. name ssn lot since did dname budget †¦to be clear†¦ †¢ Recall that each relationship has exactly one element of each Entity Set – â€Å"1-M† is a constraint on the Relationship Set, not each relationship Key Constraints An employee can work in many departments; a dept can have m any employees. Employees Manages Departments Works_In since †¢ Think of 1-M-M ternary relationship In contrast, each dept has at most one manager, according to the key constraint Many-to- 1-to Many on Manages. Many 1-to-1 Participation Constraints †¢ Does every employee work in a department? †¢ If so, this is a participation constraint – the participation of Employees in Works_In is said to be total (vs. partial) – What if every department has an employee working in it? Weak Entities A weak entity can be identified uniquely only by considering the primary key of another (owner) entity. – Owner entity set and weak entity set must participate in a one-to-many relationship set (one owner, many weak entities). Weak entity set must have total participation in this identifying relationship set. name ssn lot cost pname age †¢ Basically means â€Å"at least one† name ssn Employees lot Manages since did dname budget Departments Works_In Means: â€Å"exactly one† since Employees Policy Dependents Weak entities have only a â€Å"partial keyà ¢â‚¬  (dashed underline) Binary vs. Ternary Relationships ssn name lot Covers pname age Binary vs. Ternary Relationships (Contd. ) †¢ Previous example illustrated a case when two binary relationships were better than one ternary relationship. If each policy is owned by just 1 employee: Employees Dependents Bad design Key constraint on Policies would mean policy can name ssn only cover 1 dependent! †¢ Think through all the constraints in the 2nd diagram! policyid lot Policies cost pname age Employees Purchaser Dependents Beneficiary †¢ An example in the other direction: a ternary relation Contracts relates entity sets Parts, Departments and Suppliers, and has descriptive attribute qty. No combination of binary relationships is an adequate substitute. (With no new entity sets! ) Better design policyid Policies cost Binary vs. Ternary Relationships (Contd. ) qty Parts Contract Departments Summary so far †¢ Entities and Entity Set (boxes) †¢ Relationships and Relationship sets (diamonds) Suppliers Parts VS. needs Departments – binary – n-ary can-supply Suppliers deals-with †¢ Key constraints (1-1,1-N, M-N, arrows) †¢ Participation constraints (bold for Total) †¢ Weak entities require strong entity for key – S â€Å"can-supply† P, D â€Å"needs† P, and D â€Å"deals-with† S does not imply that D has agreed to buy P from S. – How do we record qty? Administrivia †¢ Blog online †¢ Syllabus HW calendar coming on-line Schedule and due dates may change (check frequently) – Lecture notes are/will be posted Other Rails Resources †¢ Rails API: http://api. rubyonrails. org †¢ Online tutorials – E. g. http://poignantguide. net/ruby – Screencasts: http://www. rubyonrails. org/screencasts â€⠀œ Armando Fox’s daylong seminar: http://webcast. berkeley. edu/event_details. php? we bcastid=20854 †¢ HW 0 posted due Friday night! – Accts forms! †¢ Other textbooks – Korth/Silberschatz/Sudarshan – O’Neil and O’Neil – Garcia-Molina/Ullman/Widom †¢ There are tons of support materials and fora on the web for RoR Relational Database: Definitions Relational database: a set of relations. †¢ Relation: made up of 2 parts: – Schema : specifies name of relation, plus name and type of each column. †¢ E. g. Students(sid: string, name: string, login: string, age: integer, gpa: real) Ex: Instance of Students Relation sid 53666 53688 53650 name login Jones [emailprotected] Smith [emailprotected] Smith [emailprotected] age 18 18 19 gpa 3. 4 3. 2 3. 8 – Instance : a table, with rows and columns. †¢ #rows = cardinality †¢ #fields = degree / arity †¢ Cardinality = 3, arity = 5 , all rows distinc t †¢ Do all values in each column of a relation instance have to be distinct? Can think of a relation as a set of rows or tuples. – i. e. , all rows are distinct SQL A language for Relational DBs †¢ SQL (a. k. a. â€Å"Sequel†), standard language †¢ Data Definition Language (DDL) – create, modify, delete relations – specify constraints – administer users, security, etc. SQL Overview †¢ CREATE TABLE ( , †¦ ) †¢ INSERT INTO () VALUES () †¢ DELETE FROM WHERE †¢ UPDATE SET = WHERE †¢ SELECT FROM WHERE †¢ Data Manipulation Language (DML) – Specify queries to find tuples that satisfy criteria – add, modify, remove tuples Creating Relations in SQL †¢ Creates the Students relation. Note: the type (domain) of each field is specified, and enforced by the DBMS whenever tuples are added or modified. CREATE TABLE Students (sid CHAR(20), name CHAR(20), login CHAR(10), age INTEGER, gpa FLOAT) Table Creation (continued) †¢ Another example: the Enrolled table holds information about courses students take. CREATE TABLE Enrolled (sid CHAR(20), cid CHAR(20), grade CHAR(2)) Adding and Deleting Tuples †¢ Can insert a single tuple using: INSERT INTO Students (sid, name, login, age, gpa) VALUES (‘53688’, ‘Smith’, ‘[emailprotected]’, 18, 3. 2) †¢ Keys Keys are a way to associate tuples in different relations †¢ Keys are one form of integrity constraint (IC) Enrolled sid 53666 53666 53650 53666 cid grade Carnatic101 C Reggae203 B Topology112 A History105 B Can delete all tuples satisfying some condition (e. g. , name = Smith): Students sid 53666 53688 53650 name login Jones [emailprotected] Smith [emailprotected] Smith [emailprotected] age 18 18 19 gpa 3. 4 3. 2 3. 8 DELETE FROM Students S WHERE S. name = ‘Smith’ Powerful variants of these commands are available; more later! FOREIGN Key PRIMARY Key Primary Keys †¢ A set of fields is a superkey if: No two distinct tuples can have same values in all key fields Primary and Candidate Keys in SQL †¢ Possibly many candidate keys (specified using UNIQUE), one of which is chosen as the primary key. †¢ †¢ †¢ A set of fields is a key for a relation if : – It is a superkey – No subset of the fields is a superkey Keys must be used carefully! â€Å"For a given student and course, there is a single grade. † CREATE TABLE Enrolled (sid CHAR(20) vs. cid CHAR(20), grade CHAR(2), PRIMARY KEY (sid), UNIQUE (cid, grade)) †¢ what if gt;1 key for a relation? – One of the keys is chosen (by DBA) to be the primary key. Other keys are called candidate keys. †¢ E. g. – sid is a key for Students. – What about name? – The set {sid, gpa} is a superkey. CREATE TABLE Enrolled (sid CHAR(20) cid CHAR(20), grade CHAR(2), PRIMARY KEY (sid,cid)) â€Å"Students can take only one course, and no two students in a course receive the same grade. † Foreign Keys, Referential Integrity †¢ Foreign key: Set of fields in one relation that is used to `refer’ to a tuple in another relation. – Must correspond to the primary key of the other relation. – Like a `logical pointer’. Foreign Keys in SQL †¢ E. g. Only students listed in the Students relation should be allowed to enroll for courses. – sid is a foreign key referring to Students: CREATE TABLE Enrolled (sid CHAR(20),cid CHAR(20),grade CHAR(2), PRIMARY KEY (sid,cid), FOREIGN KEY (sid) REFERENCES Students ) Enrolled sid 53666 53666 53650 53666 cid grade Carnatic101 C Reggae203 B Topology112 A History105 B †¢ If all foreign key constraints are enforced, referential integrity is achieved (i. e. , no dangling references. ) sid 53666 53688 53650 Students name login Jones [emailprotected] Smith [emailprotected] Smith [emailprotected] age 18 18 19 gpa 3. 4 3. 2 3. 8 11111 English102 A

Education and Young People free essay sample

Summarise the roles and responsibilities of national and local government for education policy and practice National Government – As well as developing new ways into the quality of services available to children under the five outcomes of Every Child Matters, it is responsible for drawing up education policy, setting up and administering school league tables, funding research into projects for education, developing workforce reform, promoting integrated working and developing the roles of voluntary and community organisations, charities and other sectors who work with children. Local Government – As well as providing advice and support to schools in the local area they are responsible for providing staff training and development, special educational needs, the curriculum, community cohesion, school management issues, behaviour management and the development of school policies. Local Governments will provide documentation through their local Children and Young People’s Partnership plan, outlining their vision and plans for government-based initiatives. They will have their own policies and guidelines for schools and employ specialist advisors for different curriculum subjects and areas such as SEN. We will write a custom essay sample on Education and Young People or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page They also provide specifically trained teachers to support pupils who have special needs or need to be assessed for a specific learning need. These services are sometimes free but schools are usually expected to pay for them. They pass on any changes in education policy and offer training to key members of staff either through their local education development centre, INSET (In-Service Education and training or whole-school training. . 2. Explain the role of schools in national policies relating to children, young people and families Schools develop their own policies in line with national requirements i. e. child protection by following guidelines from local education authorities. They should show they are working from national policies, for example the Every Child Matters Framework. They also develop their role in local communities with projects like the extended schools programme and Ofsted inspect against this criterion. . 3. Explain the roles of other organisations working with children and young people and how these may impact on the work of schools There are an extensive range of organisations that will work with children and young people. All these organisations will delegate with each other as a team and share their knowledge and experiences to achieve the best interest of children and young people, by doing this they will develop links for pupil support for. Social services – They will work with schools if certain information comes to light about a child or if they need to gather information for court reasons. If a member of staff in school becomes concerned for a childs welfare, social services may be contacted to investiagte further and to offer the childs family any support it may need. Speech and language therapists They may be called into school to work with children who have language or communication problems. They work in partnership with parents and teachers to maximise the childs communication and learning skills. Visits will usually be conducted on the school premises, the length and frequency depending on the childs individual needs. Its estimated that 10% of children will experience some kind of communication difficulty, in many cases a short-period of specialist intervention will suffice however in complex cases speech and language therapy will be an integral and substantial part of school and learning. Occupational Therapist OT programmes can be short or long-term and may focus on a key area such as handwriting or  several areas. Different teaching approaches are needed according to the way children experience the world and an occupational therapist can help in planning and classroom management. It will be geared to the age of the child and their particular problem areas, and might involve such things as maze games; throwing hoop games to improve hand-eye co-ordination and balance; practising lace tying, buttons and zips on large toy versions; games of strategy involving memory and sequencing; looking at the seating and desk the child uses to see if it gives the correct support and writing angle. The length and frequency of the visits will again depend on the childs individual needs. Universal Health Team Service – They support the health and wellbeing of a child throughout their school years. In the Knowsley area, a team is based in a local clinic and every school in the area has a link with a school health practionier. School Health Practionier – They are nurses trained in public health and are knowledgeable in problems such as obseity, mental health problems and bullying. They work closely with other services and the local community and act as a link between schools, hospitals and other professionals who have long term conditions I. e asthma, diabetes. They can help in deveoping a care plan so school staff are aware of the childs needs. They offer to measure a childs height and weight in reception and Year 6, a health questionnaire is also sent out to parents to gather any information. The school nurse can also offer advice on eating and nutrition, bedwetting, parenting classes, sleep problems and puberty.

Phenomenal Woman free essay sample

Phenomenal Woman is one of the most quoted poems in literary history. This poem was written in 1978 by Maya Angelou to tell a story of how as woman, through our many obstacles, we still were phenomenal. Angelou is a poet, historian, songwriter, playwright, dancer, stage and screen producer, director, performer, singer, and civil rights activist. She was born Marguerite Johnson, April 4, 1928 in St. Louis, Missouri. She grew up in St. Louis and Stamps, Arkansas. Maya Angelou’s life wasn’t always silver and gold. Maya Angelou’s parents divorced when she was a young child and her and her older brother were sent to live in Arkansas with their grandmother. At the age of seven, during a visit to her mother’s, Angelou was raped by her mother’s boyfriend. She only told her brother that this accord and days later, her mother’s boyfriend was killed by her uncles for his act on her. We will write a custom essay sample on Phenomenal Woman or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page She thought that her words had killed him and she stopped speaking. She went on not speaking for five years and when she finally spoke, her and her brother moved back with their mom now in San Francisco. Maya earned a scholarship to the Labor School to dance and act. At the age of 16, she became pregnant and dropped out of school to work and raise her son. Angelou begin her career in a different way than most poets. She began as a dancer, then a Calypso singer and later moved to Harlem to join the Harlem Freedom Writers. In 1959, at the request of Dr. Martin Luther King Jr. , Maya Angelou became the northern coordinator for the Southern Christian leadership Conference. From 1961 to 962 she was associate editor of The Arab Observer in Cairo, Egypt; and from 1964 to 1966 she was feature editor of the African Review in Accra, Ghana. She returned to the U.S. in 1974 and was appointed by Gerald Ford to Bicentennial Commission and later by Jimmy Carter to the Commission for International Woman of the Year. At the urging of her friend, writer James Baldwin, she began writing about her life experiences. The result of her efforts became the 1970 best-selling memoir about her childhood and young adult years entitled I Know Why the Caged Bird Sings. This me moir made Angelou an international literary star. The first woman director in Hollywood, Angelou has written, produced, directed, and starred in productions for stage, film, and television. In 1971, she wrote the original screenplay and musical score for the film Georgia, Georgia, and was both author and executive producer of a five-part television miniseries â€Å"Three Way Choice†. She has also written and produced several prize-winning documentaries, including, â€Å"Afro-Americans in the Arts†, a PBS special for which she received the Golden Eagle Award. In 1978, Maya Angelou wrote Phenomenal Woman. This poem was inspired by all the trials and tribulations Angelou faced in her youth. Her poem illustrates the love a woman has for herself even though she isn’t considered beautiful. She used this publication to empower not only herself, but all women in the world that have faced obstacles or just didn’t know where they would turn to next. This poem spoke about woman in an inner sense than on what’s seen by the eye. True enough, the first thing you see when you see a woman or anyone else is their physical aspects. In this poem, Angelou wanted to focus mostly on all the wonderful things a woman can offer skin deep. Maya Angelou writes about experiences she has faced. She points out that she isn’t the most beautiful woman in the world, but she has so much more to offer than just beauty. The poem uses a repetitive pattern in each stanza. Angelou starts the stanza with a description of someone’s reaction to the woman as they notice her. The reactions are all categorized by wonderment. They question why she is so happy and what others see in her. The stanzas continue by developing the persona. The persona is described as a vivacious woman. Kelly Cecil describes Angelou’s purpose for her descriptions by stating: â€Å"She uses imagery so that the proud, confident persona can be better understood†.

Biography of Tullus Hostilius

Biography of Tullus Hostilius Tullus Hostilius was the 3rd of the  7 kings of Rome, following Romulus and  Numa Pompilius. He  ruled Rome from about 673-642 B.C. Tullus, like the other kings of Rome, lived during the legendary period whose records were destroyed in the fourth century B.C. Most of the stories we have about Tullus Hostilius come from Livius Patavinus  (Livy), a Roman historian  who lived in the first century B.C. Hostus Hostilius and the Sabines During the reign of Romulus, the Sabines and Romans were approaching each other in battle when a single Roman rushed ahead and engaged with a Sabine warrior who had similar ideas. The brash Roman was Hostus Hostilius, grandfather of Tullus Hostilius. Though he did not defeat the Sabine, Hostus Hostilius was held up as a model of bravery. The Romans retreated, although Romulus soon changed his mind and turned around and engaged again. Tullus on Expanding Rome Tullus defeated the Albans, razed their city of Alba Longa, and brutally punished their traitorous leader, Mettius Fufetius. He welcomed the Albans into Rome, thereby doubling the population of Rome. Tullus added Alban nobles to the Senate of Rome and built the Curia Hostilia for them, according to Livy. He also used the Alban nobles to increase his cavalry force. Military Campaigns   Tullus, who is described as more militaristic than Romulus, went to war against Alba, Fidenae, and the Veientines. He tried treating the Albans as allies, but when their leader acted treacherously, he conquered and absorbed them. After beating the people of Fidenae, he defeated their allies, the Veientines, in a bloody battle at the Anio River. He also defeated the Sabines at Silva Malitiosa by throwing them into confusion using his Albans-enhanced cavalry. Jupiter Strikes Down Tullus Tullus had not paid much attention to the religious rites. When a plague struck, the people of Rome believed it to be divine punishment. Tullus didnt worry about it until he, too, became ill and  unsuccessfully tried to follow the prescribed rites. It was believed that Jupiter in response to this lack of proper reverence, struck Tullus down with a bolt of lightning. Tullus had reigned for 32 years. Virgil on Tullus He shall found Rome anew- from mean estateIn lowly Cures led to mightier sway.But after him arises one whose reignShall wake the land from slumber: Tullus thenShall stir slack chiefs to battle, rallyingHis hosts which had forgot what triumphs be.Him boastful Ancus follows hard upon- Aeneid Book 6 Ch. 31 Tacitus on Tullus Romulus governed us as he pleased; then Numa united our people by religious ties and a constitution of divine origin, to which some additions were made by Tullus and Ancus. But Servius Tullius was our chief legislator to whose laws even kings were to be subject.- Tacitus Bk 3 Ch. 26

Lead discussion Assignment Example | Topics and Well Written Essays - 500 words

Lead discussion - Assignment Example On the other hand, the Euro-Americans benefited from the regions where the Indian- Americans left as they were pushed to the west. The whole scenario outraged the natives because the Euro-Americans saw them as inferior and they started to treat the environment in a way that the natives did not like. Moreover, Indian-Americans were persuaded to give land to Euro-Americans and US government at a low amount by signing a treaty. Therefore, â€Å"The Chief Seattle’s of 1854 Oration† is a lamentation speech because the Indian-Americans were given a raw deal. The treaty led to scattering of Native Americans since they surrendered their land to the superior white race. This was believed to extinct most of the natives. Because of this, the chief Seattle tries to persuade the Americans to treat the natives with utmost respect because they were feeling the effects of harsh living conditions to places they were pushed. One is that the white chief does not need the friendships of the natives. This is elaborated in the quote, â€Å"The white chief says that Big Chief at Washington sends us greetings of friendship and goodwill. This is kind of him for we know he has little need of our friendship in return†. Relating some subjects with the main discussion was difficult and took me much time to know their meaning. For instance, â€Å"Day and night cannot dwell together† was used to show disparity between natives and colonizers because they cannot stay