Michelangelos Pieta and Caravaggios Entombment of Christ Term Paper

Michelangelos Pieta and Caravaggios Entombment of Christ - Term Paper Example It is also noticeable that the lifeless arm of Marat was similarly depicted like the lifeless arm of the dead Christ carved by Michelangelo (Gardner, Kleiner, Mamiya 649) as well as the one painted by Caravaggio (De Pascale, J. Paul Getty Museum 37) thus the viewers can instantly observe the resemblance of the three artworks. The resemblance of David’s painting to the two earlier artworks may evidently show that he relied on the ability of viewers to link the Death of Marat to the Pieta and the Entombment of Christ to understand that the depicted characters died for a noble purpose and that is Christ for a religious cause while Marat for a political cause. The Founding Fathers of the United States chose and promoted the Neoclassicism as the national architectural style of the United Sates because Neoclassicism conveyed the political ideals of the Founding Fathers that is the Athenian democracy (Palmer 107, 108). This architectural style symbolized the end of colonialism in the United States and American democracy (Hopkins 90) at the beginning of the 19th century. An example of the Neoclassical architecture style is the Massachusetts State House. Fig. 1. G.E. Kidder Smith, Photograph of Massachusetts State House. Source Book of American Architecture: 500 Notable Buildings from the 10th Century to the Present. By G.E. Kidder Smith. New York: Princeton Architectural Press, 2000. 133.

Promote good practice in handling information Essay Example for Free

Promote good practice in handling information Essay 1.1 Organisations that handle confidential health and social care information have to ensure that it is held securely and shared appropriately. A number of laws, principles and obligations govern how organisations should handle this information. The Health and Social Care Act 2012 gave us powers to advise organisations on how to handle confidential information securely. The Data Protection Act 1998 is a piece of legislation which defines the law on processing data of people living within the United Kingdom. One of the central codes of practice in health and social care has been provided by the GSCC and it sets standards of practice and behavior for staff working in that field, including standards for handling information and maintaining confidentiality This covers eight principles under which personal data must be protected and collected. DPA says that service user information must be confidential and can only be accessed with their consent. Service users must know what records are being kept and why the data is kept. Freedom of Information Act 2000: The Freedom of Information Act gives individuals the right to ask organisations all the information they have about them. 1.2 The 8 Principles of the Data Protection Act 1998 states the personal data must be: used fairly and lawfully  used for limited, specifically stated purposes  used in a way that is adequate, relevant and not excessive  accurate  kept for no longer than is absolutely necessary  handled according to people’s data protection rights  kept safe and secure  not transferred outside the UK without adequate protection  the six main points set out by GSCC (general social care council) are: 1. Protect the rights and promote the interests of service users and carers. 2. Strive to establish and maintain the trust and confidence of service users and carers. 3. Promote the independence of service users while protecting them as far as possible from danger or harm. 4. Respect the rights of service users while seeking to ensure that their behaviour does not harm themselves or other people. 5. Uphold public trust and confidence in social care services. 6. Be accountable for the quality of your work and take responsibility for maintaining and improving your knowledge and skills. . 2.1 Manual systems relate to paper records, such as Paper or card health records, case notes, care plans, staff files, assessment records, reports, computer print-outs and administrative records. Also Imaging records such as X-rays, CCTV film and photographs. These are required to be out of general view when in use and locked away when not in use or attended in lockable filing cabinets, draws, or locked rooms. We need to ensure only the appropriate individuals have access to these records and that confidentiality is kept at all times. Electronic systems relate to databases, emails and other stored information such as external hard drive, USB memory stick, CD or DVD. These should be protected by adequate virus software and passwords. Files that are confidential should be password protected and not accessible to unauthorised individuals. Information pertaining to individuals should only be shared on a ‘need to know’ basis. 3.1 When supporting others to understand the need for keeping information secure, I would explain the importance of confidentiality and give a summary of the Data Protection Act 1998. I would then explain which information that individual would be able to have access to, and give any guidance needed to enable them to complete records as necessary. 3.2 To support others to understand and contribute to records, I would assist them in completing all necessary records and ensure they understand what is expected of them. I would ensure that I set a good example when completing records, in the production and maintenance of records. Also by raising awareness of the consequences of records that are out of date, incomplete or inaccurate.

Different theories of retirement and ageing

Different theories of retirement and ageing When discussing the subject of retirement, the first issue that one comes across is that of defining what retirement is, and when it occurs. According to Denton and Spencer (2009), the Oxford English Dictionary defines retirement as follows: To withdraw from office, or an official position; to give up ones business or occupation in order to enjoy more leisure or freedom (especially after having made a competence or earned a pension). They continue to add that retirement can be voluntary or involuntary; gradual or sudden; temporary or permanent. Hence, there is no one clear definition which embodies all the possible situations. In contrast, Banks and Smith (2006), argue that retirement is made up of the following characteristics; it is a sudden, rather than a gradual process, it is a permanent and voluntary choice, it equals to drawing a pension, and it is a decision made by the individual rather than cooperatively with household members. This is the concept of retirement that is adopted by most economists. In addition, retirement is a state of mind in the sense that the individual recognizes him/herself as being retired. The definition is hence a subjective one which may mean different things to different people and populations. In itself, it is a broad word which encompasses a number of different elements. For many workers, retirement is seen as an opportunity of long awaited freedom from the responsibilities and stress of employment. It brings change and marks a transition into the later life stages. It is a time of recreation and travel, and an opportunity to develop new mental and physical routines. Planning and anticipating retirement play an essential part in the lives of many workers and their families. Recently, the new phenomenon of early retirement has become increasingly more popular (Rosenkoetter Garris, 2001). Shaw and Hill (2002) stated that a commonly used definition for retirement is an age-related withdrawal from active working life. However, one has to define what constitutes an active working life. Some researchers have chosen to allow their respondents to classify themselves as to whether they are retired or not. This approach, however, has the disadvantage that the definition of retirement will not be the same for everyone as some people who are working and receiving a previous job pension may consider themselves retired whilst others who have stopped working and are taking care of grandchildren, for instance, do not consider themselves as retired. Hence, different definitions of retirement result in different retirement patterns for men and women. The authors go on to argue that as there is no single best definition for retirement, the definition should be adapted according the question being asked, therefore multiple definitions would be helpful when dealing with specific differe nces in men and womens decisions to leave the paid work force. Origins and History of Retirement In their respective works, Graebner (1980) and Costa (2000) provide a brief history on the evolution of retirement. Back in the 1850s, 77% of men who were over 65 years were still working. Not working was viewed as inappropriate and hence people worked as long as they could. In pre-industrial America, most worked in agriculture, and in this area there was no retirement. When a man became too old to do strenuous work such as ploughing, his son would usually take over whilst he shifts to less demanding chores. Before the Civil War, the elderly were viewed as valued people, for a number of reasons such as their knowledge, hard-work, moral guidance they offered and the contribution in reforming the country. As they grew older, they were still respected and played important roles in the community and families. After the Civil War, though, this began to change. The nation shifted from being primarily rural to an increasingly urban society transformed by industrialization. Unlike agricultur al workers, urban workers did not have the familial support to enable them to shift to less strenuous work as they aged. By the 1880s, the American economy relied on manufacturing, and relationships between young and old workers started to become troublesome. The idea of retirement started to develop as a means to deal with these conflicts. As industrialization grew in the United States, business and government leaders realized that they need to develop a mechanism which would stimulate economic growth whilst assisting in the replacement of less efficient older workers with cheaper, younger ones. The preferred mechanism for this was the mandatory retirement of older workers. With the introduction of machines, one began to realize that older workers were neither fast nor strong enough to operate machinery and this slowed down production. By getting older workers out of the way, the workforce would be replaced with a younger, faster, and more efficient one. Attitudes toward elderly people became increasingly negative. By the early 1900s factory owners restricted the hiring of older people and reinforced retirement policies which were mandatory in order to get rid of the ones already employed. Since many business owners were uncomfortable with the idea of getting rid of loyal older workers leaving them without any employme nt and income whatsoever, some of them offered pensions or helped to build company homes for the elderly. By the year 1920, mandatory retirement with a small pension became the preferred method for moving older workers aside. Hence, employers eliminated older workers but in the mean time felt secure that the retired worker would have enough money to survive. Without any doubt, some older workers resisted this plan. Social services were almost inexistent and retirement meant a lower standard of living. Yet, when confronted with so many retirement rules, workers found themselves forced out of their jobs so much so that by the year 1920, almost half of all white male workers over the age of 60 were no longer in the workforce. Still, older workers discovered that retiring and receiving some sort of, even if an insufficient, pension was better than being pushed aside without nothing at all. The first federal retirement legislation became known as The Railroad Retirement Act of 1935, and was a testing ground for later development. The easiest way out of chronic unemployment in the country became the retirement of all older persons; the only problem was making sure that pensions are available. Things changed once again during World War II when anyone who could went back to work. This put back the country into full employment once again. However, after the war, retirement was once again the mechanism which controlled costs and employment rates. Even though pensions became increasingly common, many retired workers remained unhappy about the idea of retirement so much so that an alarming number even refused to apply for social benefits. Hence, business and governments started to instil ideas to older workers with the idyllic thoughts of leisure, and the well-earned reward of free time at their age. This is when insurance companies started to make large profits out of life insurance policies and when sociologists formed the theories of aging. By the late 1960s, the mythology of retirement was completely assimilated into Americans minds. In the mid-1980s, mandates changed pension rules so that widows were not left without any benefits. Also, social security benefits were increased and as a result, the percent of pensioners living in poverty significantly dropped. By the 1970s and 1980s, pensions were fixed to a retirement formula which depended on the length of service and final salary of the person. This meant that a worker would not know what pension he would receive until he actually retired. To avoid all this, business shifted from traditional defined pension plans to defined contribution plans where they promised that a contribution of a certain amount would be done towards each workers pension. Benefits and Drawbacks of Retirement According to Coni, Davison, and Webster (1992), during retirement income is likely to be reduced, however occupational pensions which are becoming more common offer greater monetary security. Those who have become overly dependent on trappings of their employment may realize that their status has changed and that they miss the company of the work-place. On the other hand, retirement should be looked upon as a time of opportunity, which after all, may last for more than 30 years. If the approach towards retirement is a happy and an enthusiastic one, then it is very likely that it will live up to expectations. When it comes to learning new material, older learners usually do better due to higher motivation levels, and increased self-knowledge. The authors go on to argue that everybody has to find their own way through old age and retirement, and if one, at his or her age, feel happy and comfortable doing something, then that thing is right for him or her. When it comes to relationships , retirement may be the only time that one can truly live together with their partner since they are no longer kept apart by employment and family, even though difficulties may arise in this regard as well. Regarding fitness, one should keep in mind that the fitter one is, the less likely it is to become ill and the more likely one would make a full and swift recovery. Since the elderly are affected with degenerative changes, attention should be paid to both physical and mental fitness. Muscles waste in a sedentary lifestyle but they have the ability to redevelop and this can be achieved by doing an activity which one enjoys and gives them pleasure. These include; walking the dog, ballroom dancing, and even cultivating a garden. Mental activities should be taken up to develop and maintain the mind by learning, re-learning, or improving a foreign language. Prevention of illness is a lifelong need, and good habits must be started early and maintained throughout. A common reason for ea gerly anticipating retirement may be the wish to be freed from a strict routine inflicted by employment, which is understandable, but also inappropriate. Retirement should provide the opportunity of restructuring ones routine. This can be done by establishing enough time for physical activity, some time for learning, time for family and time for ones self. Having said all this, during retirement, one may be faced by unpleasant tasks, decisions, and situations. Therefore, fore-thinking potential problems such as loneliness, bereavement, becoming a carer, or becoming disabled, will always help to deal with such dilemmas. Windmill (1992), states that retirement can mean a loss of status, a sense of no longer being a useful society member, losing ones sense of purpose, and becoming part of the receiving end of society. However, one should understand the importance of preparing for retirement so that mental, physical, and social changes do not come by as a shock. Retirement means planning finances, doing leisure activities, and considering health and housing needs. Eliopoulos (1993) adds that retirement may be the first experience of the impact of ageing for many. It is facilitated by learning how to use, appreciate and gain satisfaction from leisure time, which is also a therapeutic outlet for life stresses. The author also mentions the stages of retirement developed by Robert Atchley in 1975, which, however, not all retirees go through: the remote phase where retirement is anticipated but preparation is seldom done; the near phase when preparation for leaving the job begins; the honeymoon phase which is the euphoric period that follows retirement; the disenchantment phase where depression may be experienced; the reorientation phase where realistic choices are considered; the stability phase when an understanding of a retirement roles is achieved and the termination phase when retirement role is lost due to illness or disability. Studies suggest this life event may be a stressful even for those experiencing health or financial issues at the time of retirement; however, those who manage to plan out their retirement are less likely to experience financial burdens. For some, retirement may mean loss of income and identity, loss of status authority, loss of purpose in life and loss of peer contacts (Miller, 1995). Retirement in Malta Locally, workers nearing the retirement age may be eligible for a retirement pension. A person would be eligible to a Contributory Retirement Pension if he or she satisfies a number of conditions; the person has reached the retirement age, 61 for males, and 60 for females, the worker has been employed or self-employed for not less than 10 year prior to retirement; the worker has paid at least 156 contributions; and that on the day of retirement, the worker has satisfied the relevant contribution conditions (Ministry of Education, Employment and the Family, 2011). The General Workers Union (2009) offers a course entitled Preparazzjoni ghall-Irtirar (Preparation for Retirement) and also houses a Pensioners Association whose major task is to attend to special and particular needs of pensioners and retired workers. It protects rights and interests, and safeguards pension levels and standard of living. Cultural, social, and educational activities are held annually and membership is open to all retired workers. Planning for Retirement According to Coni et al., (1992), we should all be planning our own retirement throughout our lives, and that even school-aged children should receive some form of instruction about the topic. This would enable younger people to have a better understanding of what ageing is and learn about some complexities of being old. Having hobbies and leisure pursuits at a young age may introduce them to activities that they enjoy. Hence, once retired, one would be able to revert to these activities. Financial planning must also start early because in order for one to have a secure retirement capital, an adequate income must firstly be assured. Unfortunately, attention also needs to be paid towards the possibility of widowhood (especially in women), and that remarriage may be an additional complication. Rosenkoetter Garris (2001), state that in a study carried out in 1989, retirement planning was the second strongest predictor of satisfaction amongst male respondents, and in another study in 1997; it was found that retirement planning correlated with positive attitudes towards retirement. By participating in pre-retirement programs or courses, one can start assessing his or her attitudes and preparedness towards retiring. These courses would be most successful if they manage to address financial and health matters. Since retirement may prove a new meaning and value to ones life, pre-retirement counseling assists individuals in their preparation. In an Australian study, it was noted that retirement may be a stressful and challenging event and that planning was directly correlated with successful adaptation. The authors conclude that post-retirement perceptions of planning most of the time may not correspond with pre-retirement preparation. In their study, more emphasis was placed of financial planning and psychosocial adjustment to their life after employment. There was a significant increase in sedentary activities with may correlate with an increased risk of health problems found in this age group, hence retirees should be encouraged not only in social interactions, but in physical activity too. Differences were found in planning according to the persons employment position, which relates to the need of developing post-retirement planning programs which are individualized to the type of worker. In their study, Phua and McNall (2008) concluded that as men age, concern about securing their finances increases and that this issue remains at top priority among people approaching retirement. The authors say that studies show that retirees eventually adjust their spending patterns according to the dynamics of their financial situation. Expectations towards marriage and having children is another issues that affects pre-retirement planning and this includes a need to resolve the conflict between saving and increased demands on financial resources that a family can require. According to Elder and Rudolph (1999), retirement satisfaction is based on both financial and non-financial variables. Results from their study indicated that attending preretirement courses and planning meetings were positively related to retirement satisfaction. Also, planning out activities correlated with an increased likelihood of retirement satisfaction. Theories of Ageing Throughout the years, scientists have been trying to develop theories of ageing in an attempt to answer questions such as Why do we age? and How do we age?. Early sociologic theories, in the 1960s, focused on adjustments of older people towards loss of roles and reference groups. Theories which are based on these themes include the disengagement, activity, and continuity theories. In 1961, Cumming and Henry published their first sociologic theory of ageing: the disengagement theory. According to this theory, a process of mutual disengagement takes place during aging where both the individual and the society in which he or she belong withdraw from each other (Redfern, 1996). This process is an inevitable one, and is governed by societys needs which dominate individual needs. This theory further states that older people desire this withdrawal, and as the social contacts of a person diminish, disengagement becomes a circular process that further limits opportunities of interaction (Miller, 1995). Another theory of ageing is the activity theory which is based on the belief that in order for one to age successfully, he or she must keep active. It was first stated by Havighurst and Albrecht in 1953 who said that social role participation is essential for positive adjustment to old age. In 1963, Havighurst and colleagues created the term activity theory. In 1972, then, it was Lemon and colleagues who formalized the theory which proposed that older people could only remain psychologically and socially fit if they remained active and that loss of roles in old age affect life satisfaction negatively. Above all, the quality of interaction is more important than the quantity of activity (Miller, 1995). The continuity (or developmental) theory was put forward by Neugarten in 1968 because none of the other theories successfully explained ageing. According to this theory, a persons coping strategies are in place long before he or she starts to age, however personality features are continuously dynamic and evolving. Therefore the best way to predict how a person will adjust to ageing is by examining how that same person has adjusted to situations throughout his or her life. This theory hence brings out the importance of the relationship between personality and successful ageing (Miller, 1995). Some other proposed theories of ageing include; the subculture theory proposed by Rose (1962, 1965), which states that old people have their own norms, beliefs, habits, and expectations and hence have their own subculture, the age stratification theory by Riley in 1972, which explains the interdependencies between age as an element of social structure and ageing and cohorts as a social process. Other theories include the person-environment fit theory and the human needs theory (Miller, 1995).

Confused Values in The Necklace Essay -- Mauassant The Necklace Essays

Confused Values in The Necklace To some people, class distinction is very important. Usually we think of class distinction as being of most importance to the higher classes, those who can afford to look down on the rest of the world, but sometimes this concept is of most importance to those who occupy the lower steps of society. These are the people who are stuck where they are, but feel that their true places are at the top of the social ladder. The character of Mme. Loisel in Guy de Moupassant's story "The Necklace" is one such person. She is of the lower classes, but she holds a romantic idea of what life at the top consists of, and it is one of these ideas that eventually gets her into trouble. The story starts out by describing Mme. Loisel and the contrasts between the world she lives in and the one she dreams of. Her life consists of simple clothes, a plain household full of functional things, and simple, healthy food. She has one servant in her house, her husband holds a good, if unglamourous, job, and they are in general a middle class family. This life is...

Socrates :: essays research papers

As we read in the Apology, Socrates was on trial because he was thought to be a wise man who taught his views to the youth. Being wise was an illegal behavior during his time. He was accused of making weaker arguments the stronger. Knowing none of these accusations to be true, Socrates told the jury what he believed to be true. When found guilty of such accusations Socrates did let it be known he did not fear death. As a philosopher he questioned the purity of everything, and of course the heavens were not overlooked. He wondered if after death there was a great place where all who have passed go and live an even better life than known to us on earth.   Ã‚  Ã‚  Ã‚  Ã‚  He also wondered if death was a blessing. Not clearly knowing what happens after death, he thought one of two theories would occur. There was either a relocation for the soul in another place with an all new life, or the body was nothing and had no perception of anything once departed. Socrates viewed both situations as good, so a blessing it would be indeed. He then thought if it was like a state of dreamless sleep, death would be an advantage. Thus, think of the best sleep you ever had and did not dream at all. Also think of the mornings you do not want to wake up cause you know the upcoming day entails hard work and minimal pleasures. Socrates thought not many days were as good as this occasional great sleep. If death was as great as this, he thought there was nothing to fear. He also thought that if they were to go on to a different place after death, this as well, would also be great. Given the ability to once again see the people who have passed into this gr eat place.

Competitive Advantage

The competitive advantage is thought to be stronger when it lasts for longer period of time. Those companies who are able to maintain a competitive advantage for many years are thought to have a sustainable competitive advantage. Understanding the Concept Sustainable competitive advantages are company assets, attributes, or abilities that are difficult to duplicate or exceed; and provide a superior or favorable long term position over competitors. Sustainable competitive advantages are required for a company to thrive in today's global environment.Value investors search for companies that are bargains. In order to avoid purchasing a value trap one Of the factors we search for is sustainable competitive advantages. Without one or more sustainable competitive advantages a company may not be able to recover from whatever caused the stock to become a bargain. We only want to buy the stocks of companies that are real value investments, not value traps. In other words, we want to buy stock s trading below their intrinsic value and will grow cash flow for shareholders.If sustainable competitive advantage is dependent on maintaining a higher profit margin than other companies in the same industry, how does a company set out to develop a strategy to both achieve and maintain competitive advantage? The two main components of profit are that customers both value the goods and services and will pay for them; and that a company can keep production costs related to goods and services low, so that there is a higher profit margin. For example, if Sally's Cupcake Shop can make a chocolate cupcake for 25 cents and sell it for $1. 0, the profit on each cupcake is 75 cents. Sally's customers will pay $1. 00 per cupcake because the cupcakes are delicious and made with high quality ingredients. A few blocks away, Bobby's Cupcakes & More spends 40 cents making a chocolate cupcake, but can only sell the cupcake for 50 cents. Bobby's profit is only 10 cents per cupcake. Customers will n ot pay as much money per cupcake, because Bobby's cupcakes are not as tasty and are not made with ingredients that match the quality of Sally's cupcakes.Sally will be able to maintain a competitive advantage as long as she keeps costs lower than the amount customers will pay, allowing her to build a higher profit than Bobby. If this continues year after year, even as costs and prices change, Sally would be said to have the sustainable competitive advantage. However, Sally cannot become too comfortable with her advantage, and instead must antique to find ways to maintain a competitive advantage. Bobby may become motivated to outperform Sally. If Bobby is able to increase his own profit substantially, he could potentially take away the sustainable competitive advantage.Your competitive advantage is what sets your business apart from your competition. It highlights the benefits a customer receives when they do business with you. It could be your products, service, reputation, or even y our location. For example, do you offer home delivery, a money back guarantee, a 2-hour call-out service or childcare facilities? Types ND Examples of Sustainable Competitive Advantages Low Cost Provider/ Low pricing Economies of scale and efficient operations can help a company keep competition out by being the low cost provider.Being the low cost provider can be a significant barrier to entry. In addition, low pricing done consistently can build brand loyalty be a huge competitive advantage (I. E. Wall-Mart). Market or Pricing Power A company that has the ability to increase prices without losing market share is said to have pricing power. Companies that have pricing power are usually taking advantage of high barriers to entry or have earned the dominant session in their market. Powerful Brands It takes a large investment in time and money to build a brand. It takes very little to destroy it.A good brand is invaluable because it causes customers to prefer the brand over competitor s. Being the market leader and having a great corporate reputation can be part of a powerful brand and a competitive advantage. Strategic assets Patents, trademarks, copy rights, domain names, and long term contracts would be examples of strategic assets that provide sustainable competitive advantages. Companies with excellent research and development might have label strategic assets. Barriers To Entry Cost advantages of an existing company over a new company is the most common barrier to entry.High investment costs (I. E. New factories) and government regulations are common impediments to companies tying to enter new markets. High barriers to entry sometimes Create monopolies or near monopolies (I. E. Utility companies). Adapting Product Line A product that never changes is ripe for competition. A product line that can evolve allows for improved or complementary follow up products that keeps customers coming back for the â€Å"new ‘ and improved version (I. . Apple phone) a nd possibly some accessories to go with it.Product Differed tuition A unique product or service builds customer loyalty and is less likely to lose market share to a competitor than an advantage based on cost. The quality, number of models, flexibility in ordering (I. E. Custom orders), and customer service are all aspects that can positively differentiate a product or service. Strong Balance Sheet/ Cash Companies with low debt and/or lots of cash have the flexibility to make opportune investments and never have a problem with access to working capital, liquidity, or solvency.The balance sheet is the foundation of the company. Outstanding Management / People There is always the intangible of outstanding management. This is hard to quantify, but there are winners and losers. Winners seem to make the right decisions at the right time. Winners somehow motivate and get the most out of their employees, particularly when facing challenges. Management that has been successful for a number f ears is a competitive advantage. Value Investing and Sustainable Competitive Advantages Companies with one sustainable competitive advantage might be successful.Finding companies with multiple sustainable competitive advantages will greatly improve the chances you have found a real value stock. Can you think of any sustainable competitive advantages I may have missed? Http://arborinvestmentplanner. Com/sustainable-competitive-advantages- definition-types-examples/ How to identify your competitive advantage To identify your competitive advantage, you need to understand your competitors and your customers. Ask yourself: Why do customers buy from Why do customers buy from our competitors and not us?Why do some potential customers not buy at all? What do we need to do to be successful in the future? Market research will help you to answer these questions. Good market research will reveal how your business is different from your competitors, and what you have to offer that appeals to you r customers. In-depth customer research will help you identify your customers' needs and increase your competitive edge. Use our market research kit to find key economic, demographic and statistical information about your industry.Customers buy benefits When customers buy your product or service, they are buying the benefit that it gives them. It may be that your product makes their life simpler, or your service helps them to feel better about themselves. Think about how your competitive advantage benefits your customers. For example, the competitive advantage for a sandwich shop may be: We use fresh, local ingredients to make-to-order the highest quality gourmet sandwiches in the local area.Different customers may see different benefits: customers with allergies or particular dislikes will enjoy the convenience of ordering a sandwich with their preferred ingredients customers who want to treat themselves will be attracted by the fresh, high-quality ingredients, and he fact that the sandwiches are gourmet customers who want to support local businesses will appreciate thou use only local ingredients. Thinking about how your business can benefit your customers will help you to pinpoint your competitive advantage. A strong competitive advantage: reflects the competitive strength of your business (e. . Quality of service) is preferably, but not necessarily, unique is clear and simple may change over time as competitors try to cash in on your idea must be supported by honest and ongoing market research must highlight the benefits to customers rather than boast Of your business itself. After you have highlighted your competitive advantage, the best way to tell your customers about it is to create your unique selling proposition. COMPETITIVE ADVANTAGE OF Samsung Electronics is part of one of the largest multi-billion dollar corporations in the world.In 2007 it exceeded the $Bonn mark in annual sales for the first time in its history. This makes it one of the world's top three companies in the electronics industry where only two other companies, Siemens and Hewlett-Packard, have posted larger revenues. The name Samsung literally means ‘three stars' or ‘Tristan' in Korean, reflecting the Samsung Group's dominance in two further sectors: Samsung Heavy Industries and Samsung Engineering and Construction. â€Å"The support need – when and where you need it' Samsung respects the choice customers have in how and with whom they do business.That why, to more effectively support product lines, Samsung has established a geographically-dispersed base of direct dealers and indirect channel partners that result in tight-knit national coverage. So, as a single- or multi-location operation, you benefit from having Samsung partners right where you need them most – near corporate headquarters, at branch offices r out in the field. A direct connection to Samsung through your authorized dealer. As a decision maker for your business, it's your job to make the right choices to keep your business competitive and vibrant.With an authorized Samsung dealer as your telecommunications solutions provider you can rest assured that your telecommunications needs are being fulfilled. Look at your Samsung dealer as your trusted advisor, keeping you informed about new technology advancements, service options and cost-effective measures that can give your business a competitive advantage. Samsung singular focus is n businesses like yours. Its authorized dealers represent a commitment to supporting you with outstanding solutions and service capabilities.Dealer expertise is sharpened in Samsung mandated certification courses, so you can be confident in the technology and service you are receiving. Samsung supports its authorized dealers along the entire continuum with product training, deployment, installation and professional services. This life cycle of support provides you with an additional Samsung advantage – a five-year hardware warranty that reduces your long term costs. Less one Of the ways Samsung thanks you for investing in their solutions. A strong commitment to research & development Samsung strives to understand what customers need ahead of its competitors.Their engineers adjust their thinking to develop original and innovative products that will meet those needs, along with new technologies to lead the future market. They respond to the â€Å"voice of the customer' by designing and testing new products, and through hands-on management of product lifestyles. Each year Samsung has invested at least 9% of sales revenue into R&D activities. As the company continues to increase R&D pending, their commitment to leading technology standardization and securing intellectual property rights remains strong.In fact, Samsung was the largest publisher of U. S. Patents in 2006 and is the owner of one of the largest U. S. Patent portfolios-?increasing patent procurement by 1 1 percent year over year. Cut ting-edge tech oenology that's affordable. Samsung expertise in voice/data convergence, wired, wireless communications, Vivo and core network technologies has produced Offices†;' 7000 – a family of groundbreaking business communications solutions that are redefining the rules of the game.The Officers†Ã¢â‚¬Ëœ platform provides you with business advantages across your entire spectrum of needs. First, you'll enjoy the peace of mind that comes from knowing that your communications are being routed over a secure, reliable platform. Second, the intuitive design and scalable architecture of this platform enables growth in affordable increments, so your investment will carry you well into the future with significant ROI. In addition, the system's architecture provides flexibility-?a medium where additional applications can be added to enhance the power of Samsung solutions.More and more small and mid-sized genuineness are realizing the need for Computer Telephony Integrat ion solutions to manage their resources and desktops. In response, Samsung has developed a suite of Officers†;' CT I applications for improving call handing, managing the user interface, interpreting and gathering call reporting and improving customer affinity through screen pops that detail names and call history. Standards-based technology means that system serviceability is just a phone call away and your telecommunications are reduced in operational complexity.With its single expandable architecture, Officers 7000 installs ND configures easily. You are considering a platform that not only gives you access to voice and data throughout your office complex and even off-site, but also eliminates divergent systems, bottlenecks and competition between voice and data applications. Whether you are upgrading or are launching a converged system for the very first time, this line-up of systems offers a perfect blend of versatility and power that will speed up your business.Sources of Samsung cost advantage in DRAMS Samsung cost advantage is clearly visible from the comparison of costs (and heir elements) that were borne by the company and its competitors in 2003 (Tab. 3): Samsung* overall cost was 24 per cent lower than the weighted average cost of the other four producers; two most significant elements of the cost structure, I. E. Raw materials and labor, were 36 and 27 per cent lower respectively. When expressed by means of a relation of average selling price to costs (â€Å"productivity' of cost elements), the differences are even more visible (com. Tab. Overall superiority of Samsung over its competitors exceeded 51 per cent! The cost advantages related to raw materials may be explained by better negotiated agreements with suppliers (perhaps due to the larger volumes of purchases – com. Fig. 5) and possibly less shipping and distribution costs that stem from the fact that Samsung FAA facilities are geographically collocated (while competitors' facil ities are spread world-wide). In terms of labor productivity only Chinese SIMI outperformed Samsung, but that came hardly unexpectedly: low labor costs in China had been and were to remain unbeatable for some time yet.Other possibly meaningful factors that cannot be forgotten include: higher yields (due to process quality ND use of more efficient, larger silicon wafers), use Of Common core design for different products supported by the flexibility of production lines (which enabled cost-efficient production of a wide variety of different semiconductors), and – reportedly -? 12 per cent lower investment in capital assets related to the aforementioned strategic decision on FAA collocation.The last but not least element of the Samsung â€Å"cost puzzle† (which, unfortunately cannot be supported by concrete numbers from the case study, and is rather based on intuition) was the way the firm built and maintained intellectual capital and stimulated innovativeness and creativi ty among employees. It had established an incentive-based remuneration system, it sponsored employees for Pads and MBA education, it created a family-friendly working environment in which more of employees' energy could be devoted to solving problems at work instead of troubles in private lives.In most modern industries, such a long-term approach and investing in human capital eventually pays off resulting in higher productivity and better and cheaper products. Sources of Samsung price premium in DRAMS Samsung achieved an almost 1 5 per cent price premium over (the weighted average price of) its competitors (com. Tab. How was that possible? There were, apparently, two main reasons for that: quality and product mix.The former was definitely a unique advantage in the semiconductor industry which was, generally, characterized by little product differentiation (in terms of physical and functional properties), and where demand was highly price- driven. Even though, due to the outstanding quality and reliability of its products, Samsung had managed to achieve a position which justified paying remit for its products. Between 1995 and 2005 the company won awards for performance from most of its major customers, and many of them (even rivals of one another) named Samsung their supplier of choice.Of course, the highly-recognizable brand (the value of which was estimated at almost USED 11 billion in 2003 ! ) helped to maintain the price premium as well. The Samsung successful product mix strategy, on the other hand, was realized through extremely wide differentiation of products that the company manufactured: in DRAM memory segment it was over 1,200 different types! The large product portfolio allowed Samsung to address a very broad market and to avoid fierce price fighting in the most competitive sector of so called commodity DRAMS (where many producers had to sell below production costs).Apart from the ‘mainstream' mass products (in general: low-cost commodity DR AMs), Samsung offered: ; â€Å"legacy products†, I. E. Older types of chips, production of which was continued after the industry had moved to newer generations and which – due to limited supply – could be sold at price premium; ; â€Å"specialty products† – chips designed for niche uses where the rice was usually agreed on bilaterally between Samsung and a given buyer (at the same time, the company was able to optimism costs by building the customized architectures using a common core design).How Samsung should react to threat of large-scale Chinese entry? In my opinion, none of the two options of reacting to the Chinese â€Å"menace† that were presented in the case study, should have be chosen by Samsung as the only one. Rather, a mix of the two seemed to be an optimal approach. Samsung unique ability to maintain the low-cost and, at the same time, differentiated production should have been maintained, but – simultaneously certain a spects of the changing industry environment might have been taken advantage of as well.It was not necessary for Samsung to desperately look for ways to decrease its labor costs (which is usually a reason for established companies to move their production to China): its cost advantage over competitors was supposed to remain for some time. On the other hand, in line with an old Chinese saying: â€Å"keep your friends close, but the enemies even closer†, it was not advisable to ignore the rising competitors (as the industry had done years earlier with regards to Samsung itself).Earlier of eater, China itself was posed to become a significant (if not the most significant) market for semiconductors, thus all actions aiming at better positioning itself to sell in the market seemed to be highly desirable. Therefore, Samsung should have decided to partner with a Chinese firm for production of its low-end, legacy products. At the same time, its state-of-the- art technologies had to be kept in-house.Such a strategy would let Samsung preserve its valuable intellectual property; manufacturing of the mass market products together with Chinese did not pose a threat to the IP, since cosmologies necessary for that usually were no longer proprietary information. On the other hand, the partnership might result in a possibility to further decrease the costs due to availability of attractive subsidizing from the Chinese government and lower labor costs, and – of course – prepare grounds for enlarging sales to customers in the opening and growing market.There was, however, a number of important aspects that had to be remembered while implementing the strategy: ; Samsung competitive advantage related to the unique breeding environment for innovation and efficacy of the centralized R&D and production should have been preserved, thus all new product development had to be kept in the Korean headquarters; ; another competitive advantage of the company, the quality, should have been definitely maintained, too; it might have become a challenge if part of the production was to be moved to China, therefore Samsung had to ensure it could properly influence its Chinese partner (e. . By remaining a majority stakeholder in the joint undertaking); ; while overall reduction of costs was not of key importance for Samsung, the partnership tit a Chinese firm could have been, nonetheless, used for reduction Of labor costs related to production of legacy products (in case of which the associated gain was to be most significant) with no risk of compromising valuable intellectual property; that way, another competitive advantage of Samsung, the industry best ASP to cost ratio, would be further strengthened.However, in parallel to building the partnership, Samsung couldn't have forgotten about other Chinese would-be competitors which would supposedly flourish around. Therefore, the company should have kept throng focus on maintaining its technological leadersh ip through cutting-edge R (still unavailable at the time, despite having relatively easy access to capital, for Chinese start-ups), especially towards future substitutes for DRAMS: flash memory chips.

Kotler Mkting Management Chapter 13

Designing and Managing Services Discussion Questions 1. How do we define and classify services? 2. How do services differ from goods? 3. How can we achieve excellence in marketing services ? 4. How can we improve service quality? 5. How can goods marketers improve customer service? Slide 2 of 29 The Nature of Services 2008 – 2018 Loss of 1. 2 million jobs 2008 – 2018 Gain of 14. 6 million jobs Slide 3 of 29 Service An act or performance one party can offer to another that is mostly intangible and does not result in the ownership of anything. Slide 4 of 29 Categories of Service Mix Mix of goods & services Pure Tangible Good Hybrid Pure ServiceSoap Cell phone Babysitting Slide 5 of 29 Service Characteristics Intangibility Variability Perishability Empty seats Inseparability Slide 6 of 29 Intangibility Create tangible elements †¢ Place †¢ People †¢ Equipment †¢ Communication material †¢ Symbols †¢ Price Slide 7 of 29 Inseparability Work Faster Add More Service Providers Work with Larger Groups Slide 8 of 29 Variability Offer Guarantees Monitor Satisfaction Good Hiring and Training Slide 9 of 29 Overnight Hotel Stay Blueprint Slide 10 of 29 Perishability Empty seats Nonpeak Demand Complementary Services Reservation Systems Differential Pricing Slide 11 of 29 New Services RealitiesCustomer Empowerment Satisfying Employees Customer Co-production Slide 12 of 29 Root Cause of Customer Failure Slide 13 of 29 What Customers Want from Providers Knowledgeable employees Address needs on first contact Treat me like a valued customer 65% 64% 62% 54% 49% 49% 45% 43% 38% Demonstrates desire to meet my needs Can quickly access information Good value for the money Courteous employees Is a company/brand I can trust Treats me fairly Provides relevant/personalized service 0% 10% 20% 30% 31% 40% 50% 60% 70% Slide 14 of 29 Determinants of Service Quality Reliability Tangibles Responsive Empathy Assurance Slide 15 of 29