Vital Pieces of Cal Bar Fylse Essay Samples

Vital Pieces of Cal Bar Fylse Essay Samples Cal Bar Fylse Essay Samples Fundamentals Explained Citations and extracts from several sources have to be formatted properly. Instead, you are going to be expected to compose an essay answer. This essay is an excellent reminder for students to take some time to thoroughly review past essays to observe how issues can show up on the exam. Writing successful evidence essays is dependent on adequate understanding of the various rules of evidence and productive essay writing ability. But, I believe this book ought to be supplemented with a different source for examples of essays written in a different style so as to remain aware of all of the styles that are suitable for the bar exam. PaperCoach will be able to help you with all your papers, so take a look at this time! Papers Writings By Sully Collins Writing a paper is a complicated assignment, especially if it's the case that you do not have great writing skills. How to Find Cal Bar Fylse Essay Samples Online A whole lot of people believe they can't write essays till they have everything memorized. This has been shown to be an extremely powerful and speedy method to assist with a writing assignment and find the business done properly. It is crucial to have a great comprehension of the law, whether someone should just sit down and refresh themselves or teach it to themselves for the very first time. To begin with, by waiting till you have the law memorized you don't find the context for the law you're t rying to learn and you understand less. You have to spot all the problems! Our job is to help you better your chances and receive a positive outcome when you take the MBE! Your solution ought to be complete, but you shouldn't volunteer information or discuss legal doctrines that are not pertinent to the solution of the issue. Instead you wish to learn new material and set it in the suitable context. The Pain of Cal Bar Fylse Essay Samples It's very possible that other examinees are feeling the identical way as you. Many students noted they struggled with the California Evidence question because it had several issues to spell out in a brief period of time. The Pain of Cal Bar Fylse Essay Samples In the event you haven't noticed, I'm a huge proponent of learning from the true test. It would be a mistake to assume you do not really have to study the California evidence distinctions. The other review courses don't. If your payment isn't received before the last filing deadl ine, your application is going to be abandoned and you'll be accountable for paying all outstanding fees including late fees. Eventually, you'll need to complete 200 MBEs in 1 day. Once you have studied for a couple weeks, revisit your schedule and make certain it still seems appropriate and realistic. Start Early One of the biggest mistakes you may make is waiting too much time to start. To start with, do MBEs daily. Sequester Yourself As mentioned previously, you are going to want to steer clear of post-mortem discussions like the plague. Practicing that memorization throughout the procedure is also important. Bear in mind you won't be called on to compose a Torts outline on the bar exam. It isn't that all will appear on the next administration, or it would be smart to study only these areas. Using Cal Bar Fylse Essay Samples Therefore, it's well worth it to study the absolute most highly tested California distinctions. Nationwide, bar examinations are becoming toughe r. You will have to know both the multistate and California law in these types of subjects. Second, as a foreigner with no U.S. law background, I was searching for a good program containing all the needed materials to develop into legal counsel in the United States. Like every test, not only the bar exam, the simpler the man reading an answer understands the examinee's position, the simpler it is going to be to award points. Sufficient understanding of each one of these areas is crucial for success on the Bar Exam. If you literally can't afford to obtain sample written materials and your state's bar doesn't offer completely free samples, look to a different state bar to determine if it has posted some samples. Details that isn't within the bar code is going to be, in the majority of instances, the price as various unique shops which stock the merchandise may need to charge various amounts. Limited stock now offered. The cost of an essay is dependent upon the total amount of effort the writer has to exert. In regard to real helpfulness, however, I feel this book is worthwhile. Within this post, I would like to speak about the 2 books I have experience with using to get ready for the bar.

Emotional Intelligence And Leadership Training - 1424 Words

In this day and age companies are investing millions into leadership training in the aim of finding the right leaders for success, however it has been observed that too much importance has been given to IQ and leaders haven t been performing up to expectations. (Doe, Ndinguri and Phipps 2015). With the realisation of IQ not being the sole factor for success researchers have directed more focus into Emotional Intelligence, in fact Doe, Ndinguri and Phipps (2015) argue that emotional intelligence may be the determining factor for the success or failure of leadership. Before delving into detail about emotional intelligence the term must be understood first, according to Palmer et al .(2001) emotional intelligence is the ability to be aware about other peoples emotions as well as their own, can they motivate others, listen to others, be emotionally caring and as Thorndyke (1920) says â€Å"the ability to act wisely in human relations†. The report summarises the key research in emotional intelligence among leaders and how emotional intelligence is relevant for project managers. Emotional intelligence among leaders As a leader ones role is to steer the team or company in the right direction, to understand and interpret the organisational culture and team dynamics while also achieving targeted results and objectives. A good leader should be able to measure his own and others performance and develop team and personal capabilities. (Gandz 2005). However to be able to do this one mustShow MoreRelatedLink Between Emotional Intelligence and Cross-Cultural Leadership1033 Words   |  5 PagesH. and Karounos, T.J. (2009), â€Å"Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness†, Journal of International Business and Cultural Studies, Vol. 1, Feb. 2009, pp. 1 – 13. Introduction Along with the globalization of business, many corporations are facing the challenge of operating in a different culture. The writers made a connection between emotional intelligence and cross-cultural leadership effectiveness to deal with this situation, this article alsoRead MoreEmotional Intelligence And Transformational Leadership1619 Words   |  7 PagesDiscussion The findings show that emotional intelligence and transformational leadership can increase the performance of managers as well as their followers. The transformational leadership is based off leaders motivating employees to perform better in their organizations. The transformational leader is linked to traits such as charisma which is then linked to trust and compassion. Moreover, transformational leadership was linked with Big Five Personality Traits extraversion and agreeableness.Read MoreEmotional Intelligence Training For Increased Success1351 Words   |  6 PagesEmotional Intelligence Training for Increased Success The global business environment is complex and dynamic. Everyone working in business across the globe is experiencing stress (Singh Sharma, 2012). Due to the quick pace at which decisions may need to be made, understanding the impact of mood and emotions on decision making is important for leaders (Brabec, 2012). Decisions are made at all levels within the organization, therefore emotional intelligence skills are required for everyone withinRead MoreThe Relationship Between Emotional Intelligence And Leadership1232 Words   |  5 Pagesarticles to discuss the relationship between emotional intelligence and leadership. I will discuss the reasoning for the credibility of each source chosen for this paper, summarize interesting information provided by each article, discuss any findings related to the topic, and discuss how the topic will influence my future behaviors. Overview of Credible Sources Before I can start discussing the relationship between emotional intelligence and leadership, I must explain why the three sources used inRead MorePersonal Statement On Emotional Intelligence1593 Words   |  7 Pages Emotional Intelligence Tanveer Vora 1610793 University Canada West Professor: Dr. Michele Vincenti MGMT601 Leadership in the Global Context 16th January 2017 Abstract The paper discusses about the emotional intelligence, which has various factors. The factors are self awareness, motivation, self regulation, social skills and empathy. In case of effective leadership, these factors plays major role. However, emotional intelligence is teachable to improve the personal skills and personality.Read MoreCompetitive Advantage And Stress Of Organizational Health1459 Words   |  6 Pagescustomer base, product quality, reputation, leadership, organizational culture, innovation, intellectual property, patents, leadership, and customer or governmental relationships, to reduce and/or eliminate threats, such as substitution, buyer power, or new entry, and increase seller power (Ployhart, 2012; Ramesar, Koortzen, Oosthuizen, 2009; Singh, 2009; Srivatvaa Martinette, 2013). Consequently, rather it is innovation, product quality, leadership, relationships, or patents organizations cannotRead MoreEmotional Inelligence Essay examples1669 Words   |  7 Pagesye ars emotional intelligence has become one of the hottest topics between organizations. Researches have been working on this topic for time to time, to demonstrate or refute the importance of feelings. In the beginning common thoughts from managers and or supervisors were; emotions are in the way; emotions try to keep us from making good decisions; emotions increase a lack on focusing. Fortunately, an indeed research takes emotional intelligence to an ultimate ideal in which intelligence is basedRead MoreEmotional Intelligence and Empathy in Leadership Essay example1702 Words   |  7 Pageseducation is lacking in regard to the study of emotional intelligence and empathy within their business leadership programs. Empathy is defined as, â€Å"the feeling that you understand and share another persons experiences and emotions: the ability to share someone elses feelings,† (Merriam-Webster, 2014). Emotional intelligence and empathy will be observed throughout this paper as a re sult of two separate studies, each were conducted with regard to leadership. Please note that the first article focusesRead MoreEmotional Intelligence Impact An Employees Communication And Success1329 Words   |  6 Pageswill address how emotional intelligence impacts an employees’ communication and success in an organization. Recognizing, understanding and managing the verbal and non-verbal emotions of themselves and others can positively impact their performance and the organizations. Emotional intelligence could be the missing link from taking an organization from good to great. Emotional Intelligence: The Missing Link The understanding of how individuals with average intellectual intelligence (IQ) could outperformRead MoreChallenging Situations Abound In Leadership Roles, And1492 Words   |  6 Pagessituations abound in leadership roles, and these situations can create emotionally demanding or stressful responses that have an effect on leaders and members alike (Siebert-Adzic, Soares, Jacobs, 2012). Leaders that can leverage their strengths, attributes, or other characteristics may increase their chances of exceling when these events do occur (Arnold, Connelly, Walsh, Martin Ginis, Ginis, 2015). One area of interest for coping with tense emotional situations is emotional intelligence, specifically

Blue Highways Essay Research Paper In his free essay sample

Blue Highways Essay, Research Paper In his going diary, Blue Highways, William Least heat Moon takes a trip to assorted finishs around the United States. His journey is both actual and religious. While circling the state, he gathers history and personality from all corners of America. More significantly, Least Heat Moon sets out to to the full research and happen himself. Before his expedition around the state began, William Least Heat Moon experienced two important life-changing events. His married woman abandoned him after being separated for nine months, and he lost his occupation learning English at a college in Missouri, due to worsening registration ( 3 ) . In kernel, his life was traveling no where. Being in a state of affairs where many people may happen their life hopeless, William Least Heat Moon decides that, # 8220 ; a adult male that couldn # 8217 ; Ts make things travel right could at least travel # 8221 ; ( 3 ) . By spell, he did non desire to walk out of life ; he wanted to get down a new beginning. Moon felt that if he started all over once more, he would happen some significance to his life. Throughout Blue Highways, the round travel Moon took around the state happened in a new wave. He named this new wave Ghost Dancing, that he interprets to, # 8220 ; a symbol touching to ceremonials of the 1980 # 8217 ; s in which the Plains Indians danced off the new life and brought back the ardor of the old # 8221 ; ( 5 ) . They are frequently referred to as # 8220 ; a Resurrection, a psychotic belief, and all that remains of a individual # 8221 ; ( 5 ) . With the use of Ghost Dancing, Moon comes to typify his ascendants, the Plains Indians. His round way, in a manner, can besides be described as a Ghost Dance. As a individual of assorted lineage, William Least Heat Moon wants to seek the history and experiences of his yesteryear in his travels. He is particularly interested in the Native American component of his heritage due to the fact that he had no cognition of his lineage as he was turning up. Several times in the book, Moon relates episodes of the history of his Native American ascendants # 8217 ; lives and experiences. Moon explains that, # 8220 ; My male parent calls himself Heat-Moon, my senior brother Small Heat-Moon. I, coming last am hence Least # 8221 ; ( 4 ) . He took this name in order to place with his lineage and to honour his Native American lineage. Moon focal points on the life manners of Native Americans and the manner they lived and respected the land in which they lived. He normally expresses how they did non blow the resources of the land, and explains how they did non mistreat or alter the environment as people do today. In add-on, Moon tells how the Native Americans were forced off the land or made to alter their ways. A character named Tomlins, whom Moon comes across on his journey, tells that, # 8220 ; The strain gets its name from the Palouse. Indians invented the Appaloosa and white work forces discovered it. The strain about died out after the Nez Perce were forced out of there in the 18 1970ss and the ground forces sold off their Equus caballuss # 8221 ; ( 250 ) . He relates how the Native American manner of life was non harmful to the land. However, their ways were rapidly overtaken by the ruling white ways of today. On his journey along the bluish main roads of the route maps, Moon discovers the disregarded people of America every bit good as tamping bars with his ain ethical motives and beliefs. Avoiding the big metropoliss, he focuses his attending on the disregarded civilisations. He encounters many towns, one being Nameless, Tennessee. Moon comes to capture the amity of the people here. He learns that # 8220 ; it # 8217 ; s ever those who live on little who are the 1s to inquire you to dinner† ( 31 ) . While traversing across the Texas desert, he picks up a dirt-poor Mexican hitchhiker who speaks about no English, but has no problem pass oning. With the small English that he knows, he mentions how his male parent was a â€Å"vaquero, † or existent cowpuncher. He kept staring off into the distance murmur, â€Å"It’s a reasonably good state, † over and over ( 146 ) . When Moon stopped the new wave to allow the hitchhiker out, he watched as the adult male strolled on his manner. Thinking to himself, he realizes that, â€Å"A twelvemonth earlier, had I been where he was, I would hold believe I’d accomplished nil. Now, I didn’t see it that manner. Not at all.† ( 148 ) Moon # 8217 ; s most compelling experience springs from his way station in Selma, Alabama. Here he encounters a portion of life that neer wants to alter. At the beginning of the chapter, Moon comes to Selma to see whether Martin Luther King # 8217 ; s celebrated March has changed anything. In a saloon, he encounters a white adult female and adult male, Bernita and Ray. He learns from them that the lone thing that has changed is the manner they do concern. Their positions on the alterations in Selma are surprising, yet uncommon. White people still view black people negatively. Bernita gives the most true position of the jobs by saying, # 8220 ; Don # 8217 ; t acquire the incorrect thought, Selma # 8217 ; s a nice town Merely thing I don # 8217 ; Ts like are ambidextrous # 8211 ; friendly at foremost, so you see the truth # 8221 ; ( 96 ) . On the other side of town, another adult male Moon meets, known as James Walker, states every bit good that nil has changed, and explains that Selma may neer alter ( 98 ) . However, Walkers friend differs. He believes that, # 8220 ; things are gon na alter # 8221 ; ( 100 ) . Hearing this, he realizes that being the incorrect colour on the incorrect side of town makes him a mark. As a white adult male with northern licence home bases, Moon is indicted as being a drug trader. It is in Selma that Moon realizes his trip may hold some negative facets, although it was chiefly to be a learning experience. He hoped this visit would reply his inquiries about alteration. Therefore, Moon left, # 8220 ; experiencing marked. I was leery. Just paranoia of class And I barely took my eyes off the rear position mirror. What a manner to travel # 8221 ; ( 103 ) . Moon begins to do sense of his journey with the religious words of Smokey the Monk, a New York police officer. Smokey had become fascinated with intense religious experiences of one sort or another. At the age of 17, he had thought about going a monastic but did non recognize this dream until 25 old ages subsequently. He had felt rawness in his life. # 8220 ; That # 8217 ; s when I started going. I learned to go, so traveled to larn. Later, when I was siting a wireless auto in Brooklyn, I began to desire a life # 8211 ; and mortality # 8211 ; based non so much on restraint but on aspiration toward a deeper religious life # 8221 ; ( 84 ) . Moon learns that he will detect for himself the right clip before he becomes spiritually involved in his animation. Through his journey, William Least Heat Moon additions the cognition and wisdom he began seeking for at the beginning of his trip. His round journey around America on its state back roads allowed him to happen some of the people that he believed America had forgotten about or even lost. He had been able to happen himself. By the terminal of the book, his circle had come full bend, but he had non. Moon provinces that, # 8220 ; I can # 8217 ; Ts say over the stat mis, that I had learned what I had wanted to cognize because I hadn # 8217 ; t cognize what I wanted to cognize. But I did larn what I didn # 8217 ; t know I wanted to cognize, # 8221 ; ( 411 ) . In a sense, William Least Heat Moon # 8217 ; s escapade allowed him to go a full Moon. 322

Project Management A Critical Evaluation

Introduction Available literature demonstrates that a project schedule is a fundamental constituent of any project management activity, issues of size or scope of the project notwithstanding. Indeed, as noted by Kerzner (2001), a project schedule not only directs the project stakeholders on when each activity should be done, but it reveals what has already been achieved, whether certain activities are late in terms of delivery, and the sequence in which project activities need to be completed.Advertising We will write a custom essay sample on Project Management: A Critical Evaluation specifically for you for only $16.05 $11/page Learn More It is against this background that the present paper seeks to respond to a few issues related to project scheduling, primarily the identification of activities needed to estimate resources and durations, identification and discussion of some of the milestones that may be contained in a project, and, lastly, the provisi on of a summary of how human resources should be assigned to each project activity to guard against lateness or perceived schedule slips. Activities to Estimate Resources and Durations in Project Management An accurate assessment or estimation of the resources and durations needed to complete particular tasks should be an issue of imperative concern for project managers and other stakeholders in the team. Kerzner (2001) notes that while it is true that duration estimation analyzes the time that may be taken to complete either the entire project or subsections within the entire project, activity duration, on its part, is to a large extent dependent on other time and resource approximations. In this perspective, the Work Breakdown Structure (WBS) can be proposed as an activity that can assist the project team to estimate the resources and durations needed. This activity not only defines a project in the context of its deliverables, but provides a framework for breaking down the stated deliverables into consequential units of work (Kerzner, 2001). The author further notes that with this breakdown, team leaders are able to ascertain a proper work hierarchy that operationalizes resource and duration estimations. The second activity that could be proposed entails undertaking a critical path review using the Critical Path Method (CPM) with a view to estimating the overall project duration. It is of significance to note that the CPM has the capacity to calculate the total project duration while basing its estimates on individual task durations and their interrelationships. It therefore follows that the series of project tasks determining the minimum time required for the project should be included as the critical path (Kerzner, 2001).Advertising Looking for essay on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More The third activity that could be proposed involves undertaking a performance evaluation review u sing an effective project management tool, such as the Performance Evaluation Review Technique (PERT). According to Schwalbe (2010), this activity employs a pictorial description of project tasks as a system of dependencies with a view to assess or investigate the most likely time and resource estimates. Forth, the project leader in conjunction with other members can initiate a Resource Breakdown Structure (RBS), which is basically â€Å"†¦a hierarchical structure that identifies the project resources by category and typeâ€Å"(Schwalbe, 2010, p. 222). The information gathered by this structure is fundamentally important in not only determining the costs of resources, but also on how to go about acquiring the resources. Lastly, a Three-Point Estimate (TPE) can be used to estimate activity durations. This activity, according to Schwalbe (2010), revolves around designing â€Å"†¦an optimistic, most likely, and pessimistic estimate [whereby] the optimistic estimate is base d on a best-case scenario, while the pessimistic estimate is based on a worst case scenario† (p. 223). Milestones for the Project Milestones are simply goals or objectives that assist project leaders to keep track of the overall progress for any project, with each milestone indicating a forward movement (Higginbotham, 2008). In essence, milestones not only assist in building continued momentum for the team members, but they show progress to members of staff as well as to other leaders. The SMART (specific; measurable; attainable; relevant; time-bound) criteria can be used to describe project milestones in the context of the outlined case study (Schwalbe, 2010). Under the ‘specific’ term, we can identify and describe the first two project milestones, which may include: A fully functional remote deposit capture must be in place within the next five months to allow a month’s time for any necessary adjustments, and The remote deposit capture must be able to fu lfill the core objectives of increasing customer satisfaction and curtailing customer loss. Under the ‘measurable’ term, we can identify and describe the third and forth milestones, namely: The remote deposit capture, upon its commissioning, must be able to improve customer satisfaction levels by up to 25 percent, and The bank must be able to register an increase of about 20 percent in its customer base upon the commissioning of the new project. Moving on, under the ‘attainable’ term of the SMART criteria, we can identify and describe the fifth and sixth milestones, namely:Advertising We will write a custom essay sample on Project Management: A Critical Evaluation specifically for you for only $16.05 $11/page Learn More The staff members need to undergo training to improve their abilities and skills towards the operationalization of the new project, and The need to make heavy investments in information technology (IT) to ensu re the goals of increasing customer satisfaction and avoiding the loss of current customers are met after takeoff. Under the ‘relevancy’ term, we can identify and describe the seventh and eighth milestones as follows: Conduct a baseline survey in the fourth month of project implementation to evaluate how other banks are coping with the issues of customer satisfaction, and To conduct a baseline survey to investigate the relevancy of remote deposit capture against the industry’s best practices. Lastly, under the ‘time-bound’ term of the SMART criteria, we can identify and describe the project milestones as follows: We must have the necessary IT infrastructure in place by the lapse of 90 days (three months), and We must be able to test the new IT infrastructure using selected bank customers by the lapse of 150 days (five months) to provide room for any improvement or adjustment. Assigning Personnel to Project Activities It is indeed true that an IT-r elated project such as the implementation of a remote deposit capture for a banking institution certainly requires personnel from a wide variety of fields, such as software developers, network administrators, java programmers, risk assessors, junior support staff, internet security personnel, subcontractors, and senior personnel such as the chief information officer (CIO), among others. The way that all these personnel are assigned their duties is critical to the success of any IT-related project (Schwalbe, 2010). According to Lock (2007), personnel should be assigned to project activities based on their availability, level of skill and training, and an open mind to learn more. The table next page demonstrates how the tasks will be delegated among the personnel involved Personnel activity M1 M2 M3 M4 M5 M6 Software developers Developing network receivable software Network administrators Networking between main office and branches Java programmers programming Risk assessors Assessing risk in depositing money online Junior support staff Support roles Security personnel Internet security subcontractors Provision of hardware CIO oversight N.B: M1-M6 = the first month through the sixth month (project period) It is indeed true that some projects may fall behind schedule owing to a multiplicity of factors, such as lack of finances, lack of materials, lack of the required personnel, and occurrence of natural catastrophes, among others (Lock, 2007). When such eventualities occur, the project manager or leader may renegotiate the scope/ schedule of the project with the project sponsor, along with other members, to evaluate if it is indeed viable to either reduce the scope activities of the original project or possibly increase the schedule duration to ensure that project scope activities are satisfactorily met (Schwalbe, 2010). Second, the project leader, in collaboration with the project sponsor an d other team members, may engage in resource re-allocation to make sure that extra resources are availed to project areas that might have fallen behind schedule. Third, the project members might engage in multitasking, which basically entails working on multiple project activities for a specific amount of time to permit for more than one activity to be completed (Lock, 2007). Other strategies that may be used include increasing dedicated time, project schedule compression, and fast-tracking of activities (Schwalbe, 2010).Advertising Looking for essay on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Conclusion The above analysis demonstrates the complexities involved in project management, particularly in making estimations for resources and time durations. The analysis has also touched on project milestones and how such milestones need to be generated to ensure successful implementation of projects. All in all, the underlying task is for the project manager to lead the team using industry-specific best practices in project management to ensure successful implementation (Lock, 2007). Reference List Higginbotham, J. (2008). Project planning: Identify milestones, assumptions, and tasks. Retrieved from http://www.volunteercentered.com/2008/03/31/project-planning-identify-milestones-assumptions-and-tasks/ Kerzner, H. (2001). Project management: A systems approach to planning, scheduling, and controlling, 7th Ed. New York, NY: John Wiley Sons. Lock, D. (2007). Project management, 9th Ed. Hampshire: Gower Publishing Ltd. Schwalbe, K. (2010). Information technology project management . Boston, MA: Cengage Learning. This essay on Project Management: A Critical Evaluation was written and submitted by user Kronos to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Pedagogical Perspective of Learning

Pedagogical Perspective of Learning David Guile Toni Griffiths present a multi dimensional analysis on the development of work experience by students before their graduation and subsequent absorption to the job market. Contemporary learning theories, new developments in adult learning and education as well as curriculum development theory has been used as a basis to critique the current thinking that underlies work experience learning. Advertising We will write a custom report sample on Pedagogical Perspective of Learning specifically for you for only $16.05 $11/page Learn More What the authors aim to bring out in their analysis is the issue of context as it applies in learning through education. According to them context has been ignored by most models that seek to explain work experience and as a result they recommend a formulation of new curriculum frameworks that acknowledge that work takes many forms and within the wider context of work, students should be engaged fully in theory quest f or acquisition of knowledge, skills and identity. To expound further on the above aim of the paper, the authors analyze different systems of work experience activities that are available to students from various European countries. These activities aim to help students learn and develop vertically as well as horizontally within the many contexts of education and work. The paper does also analyze the different models that explain the approaches used in acquiring work experience. The models also examine the policy changes that have taken place towards the learner, skills acquired, and to the field of pedagogy. The analysis in the paper borders on the critical. Guille and Griffiths argue that the any analysis of work experience must incorporate the different contexts in which the topic of study falls. They also argue that most of the models that are used in this studies approach issues generally hence fail to give a clear picture of what work related studies are and how they are exec uted. The general approach also fails to examine the weaknesses that the system has hence thee programs remain unaltered for their betterment. The authors finally suggest a drastic review of the VET programs to ensure that students gain from them by learning to relate their vertical development to their horizontal development. Theoretical learning that characterizes learning that takes place in the classrooms is vertical. Failure to put in place an elaborate horizontal learning environment that can only be provided by these programs only produces half baked students to the job market. Learning perspective The paper concentrates on the pedagogical perspective of learning. Pedagogy is a teacher-centered approach where the teacher decides what to feed the learner. In pedagogy, the teacher decides the content how it should be done and when. Andragogy on the other hand is mostly suited for adults where learners have a say on what they should and should not be taught. Advertising Looking for report on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More In andragogy, the learner is pretty much in control. In the paper, David Guile Toni Griffiths present a learning experience where the students will be absorbed to some sort of apprenticeship in different contexts. The learners will not have much say on what they will learn, rather their host organizations will. Though an andragogical approach may apply to some extent where their views will be sough and possibly some modifications made to their learning program, they will most of the time take what they will be taught. According to Lave and Wenger (1991) as quoted by Guile Griffiths (2001), organizations only need to give students learning through work experience some legitimate peripheral participation in the learning for them to acquire the required knowledge and skills from the experiences others (p. 5). Lack of an explicitly endorsement of an andragogica l approach to the learning of the students by David Guile Toni Griffith is a clear indication that they prefer the mode of learning that is presented in the paper-pedagogy. Further more, Guile Griffith (2001) say that the extent to which the host organization may decide to allow students in apprenticeship to interact with more knowledgeable others depend on the HR departments (p. 5). However, on calling on the review of the way the programs work, the authors are advocating for a change in the approach on the work study programs that include a bigger role for andragogical approaches. They cite a recent EU policy that calls for a reassessment of the relationship between work and education as well as the role of work experiences in academic and vocational programs. The call for the EU review is motivated by the increasingly globalised word with a corporate and civil environment that demands pro-activeness. The review that has been called on by the EU is meant to support life long le arning and it can only be achieved by an andragogical approach to work study experience. Many scholars in the EU and North America however challenge the suggestion that radical measures have to be taken to ensure an andragogical approach to work study programs. Quoting (Miller et al 1991; Stern Wagner 1999a) and (Griffiths et al 1992, Miller Forrest 1996, Stern Wagner 1999a) Guille Griffiths say that the approach is can only be successful to a certain extent. These scholars further adopt only a function view of the success of these programs and the relationship between work and education. Advertising We will write a custom report sample on Pedagogical Perspective of Learning specifically for you for only $16.05 $11/page Learn More Though they acknowledge that the working context of work experience are stable environments that these programs may works, their effectiveness and success is greatly hindered by the global economic pressures together with spe edy development of information and communication technology that is fast changing the business environment. The result is the great polarization between those organizations that are knowledge rich and those that are knowledge poor (p. 3). The above position therefore presents a look warm endorsement or andragogy as the mode of learning in the work experience work contexts. Experimental Model The paper presents five models of used in the learning approach taken by students in work experience learning. One of the models is the experimental model. This model seeks front the idea that work experience should be a co-developer just like classroom studies are. It advocates for the learner to be put through experimental learning so that students can be exposed to useful frameworks of understanding about their work. The model gives impetus to the students social and interpersonal development compared to the formal education that he receives. Additionally, the model aims at fulfilling the d esire to equate the value of learning to the practical applications that go along with it as well as ensuring students easily adjust to the dynamic trends of labor (Guile Griffith, 2002). The model is more forceful in its trajectory of student development in the work place. It is also seen as a form of co development of interested parties i.e. the student and the host organization as the employee and employer respectively. The model advocates for the development of education partnership between the learning institutions and the potential employers in the respective fields where the learner fits. Barriers An in-depth look that is presented in the paper has one major weakness. It can only be used to identify and classify a learner as a converger, diverger, assimilator, or accommodator. Advertising Looking for report on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Furthermore, it can fail to identify a learner in one of the above classes potentially injuring a learner’s reputation and through the internship reports. This is more likely in situations where the learner may not be placed in the right department owing to the stringent processes that will be required to select them from their learning institutions, which most of the time do not take place. The only way to avoid a scenario like the above is only to use the model sparingly without giving much emphasis to an extent it will normally determine if a learner is fit and ready for the job market. Another weakness of the experimental learning model is the failure to develop the learner. Kolb himself is on record to have said that experimental models including his own as other such as Honey and Mumford and Junch are all about learning and little about development. According to Kolb, the limitations of his learning cycle are brought because the model represents only elementary learni ng orientations. These orientations will in the long rum accustom a learner to apply the practical skill that he leant across the board without much consideration of the field of practice. Again, the model is not all incorporating nor doest it acknowledge the importance of self reflection instead it aims at feeding the learner with practical with little regard to personal preferences and feelings. It also does not take into account the different cultural experiences and conditions that a learner and work places fall into. Some experimentation may be in complete conflict with people’s beliefs hence the result will not be a pleasant learning experience for the learner. Beside, there criticism that the idea steps to evaluating every learner’s potential are not realistic and are overly ambitious. The steps can easily be jumped or ignored. Their neat and near perfect presentation make them just simplistic. The same can be said of the relationship between learning and know ledge. Finally there is little empirical support to accompany the evaluations that Kolb suggests. To counter the limitation, Kolb suggests inclusion of a development model that will ensure the learner develops as he learns. Organizational utilization The learning institution that in this case is the place of work where the learner will be stationed, can immensely benefit from the implementation of the above model. Through the method, the learning institution will be able to select the right people with concrete experience that will easily conceptualize, reflect, and come up with unique business solutions. However, as said earlier, success of the above model depend on implementing it with other learning and development styles to ensure work experience study objectives are achieved. Conclusion A review of the programs that exists in the provision of work experiences is necessary. However it’s important if it could reflect the realities that face the working environments in the 21st century. References Guile, D Griffiths, T (2001), Learning through work experience. Journal of Education and Work, vol. 14, no. 3, pp113-131.

33 Writing Terms You Should Know

33 Writing Terms You Should Know 33 Writing Terms You Should Know 33 Writing Terms You Should Know By Simon Kewin As with all activities, writing fiction involves getting to grips with professional jargon. The following are some of the more common terms you may come across as you learn your craft and market your writing. POV (Point of View): the eyes through which the events of a story are seen. MC: The main character in a story. WIP (Work in progress): the thing you are currently working on. Simsub (Simultaneous submission): submitting the same piece of work to more than one magazine/publisher at the same time. Multisub (Multiple submission): sending more than one work to the same magazine/publisher at the same time. MG (Middle Grade): generally speaking, readers between 8 and 12 years old. YA (Young Adult): generally speaking, readers between 12 and 18 years old. MS/MSS: MS means manuscript. MSS is the plural, manuscripts. GL: Guidelines, describing what a publisher is interested in seeing. DL: Deadline: the cut off-date for a submission. Query Letter: A concise (one-page) pitch of an idea to an agent/publisher, to see if they are interested in reading a manuscript. Bio: Biographical details as supplied to an agent or publisher, including, for example, any previous writing credits. Slush/Slushpile: A pile, often large, of unsolicited manuscripts sent to a publisher or editor. Beta Reader: A secondary reader (after the writer) who checks a work with a view to spotting mistakes or suggesting improvements. Copy Editor: Someone who edits a manuscript for grammatical mistakes as well as spotting plot inconsistencies etc. Proof Reader: A person who checks that the proof of a work (the version ready for printing) matches the original manuscript. NaNoWriMo: National Novel Writing Month actually fairly international these days. Participants attempt to write a complete novel in one month (November). The following are the definitions of the lengths of short stories, novels etc. employed by the Science Fiction Writers of America. Others may use different definitions. Short Story: A work under 7,500 words Novelette: A work of between 7,500 and 17,500 words Novella: A work of between 17,500 and 40,000 words Novel: A work of 40,000 words or more Flash Fiction: Very short fiction. Definitions vary, but less than 1,000 words and can be as short as 100 words or even less. Twitter Fiction : Fiction short enough to fit into a Tweet, i.e. up to 140 characters long. Finally, the following are some of the abbreviations you may come across to describe the various genres of fiction: SF: Science Fiction (or Speculative Fiction). HSF: Hard Science Fiction SSF: Soft Science Fiction F: Fantasy EF: Epic/High Fantasy DF: Dark Fantasy UF: Urban Fantasy MR: Magical Realism H: Horror GH: Gothic Horror Reference links: Science Fiction Writers of America NaNoWriMo (National Novel Writing Month) Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Fiction Writing category, check our popular posts, or choose a related post below:100 Beautiful and Ugly WordsConfusing "Passed" with "Past"How to Style Legislative Terms

Economics Research Paper Example | Topics and Well Written Essays - 2000 words

Economics - Research Paper Example (Clark, (2006)) In the early 80's the economy experienced a recession and this was followed by an economic boom in the late 80's, the fiscal policy measures were aimed at imposing cyclical adjustment, the fiscal policy for the recession of early 80's was contractionary fiscal policy and this led to a reduction in public sector deficits. In the economic boom of the late 80's fiscal policies were expansionary was recorded following and surpluses of the late 80's were turned into deficits in 1990. Expansionary fiscal policies were used in the following years and this saw a further increase in deficit whereby a 5.5% of GDP deficit was recorded for the year 1992 and 1995, this increase in borrowing led to an increase in deficits whereby it reached 7.8% of GDP in the year 1993, there was a further decline in borrowing and in 1998 the economy recorded a surplus reaching 2.0% of GDP in the year 2000. From the above it is evident that in 1997 and 1998 and also for the year 2006 and 2007 sound policies were implemented and this was a reduction in borrowing leading to better economic growth and performance. (Clark, (2006)) From the above chart it is evid... In the economic boom of the late 80's fiscal policies were expansionary was recorded following and surpluses of the late 80's were turned into deficits in 1990. Expansionary fiscal policies were used in the following years and this saw a further increase in deficit whereby a 5.5% of GDP deficit was recorded for the year 1992 and 1995, this increase in borrowing led to an increase in deficits whereby it reached 7.8% of GDP in the year 1993, there was a further decline in borrowing and in 1998 the economy recorded a surplus reaching 2.0% of GDP in the year 2000. From the above it is evident that in 1997 and 1998 and also for the year 2006 and 2007 sound policies were implemented and this was a reduction in borrowing leading to better economic growth and performance. (Clark, (2006)) Part (b) Data plot for the years 1996 to 2006: (i) The public sector net borrowing The chart below summarises the public sector net borrowing for the year 1996 to 2006, data was retrieved from National Statistics (2009) From the above chart it is evident that in 1996 to 1997 public borrowing was negative, however public sector borrowing increased and for the year 1998 to 2001 public sector net borrowing was positive, this was followed by a decline in borrowing in 2002 to 2006 the public sector net borrowing was negative. This means that there has been cycles of increase and decline in the public sector net borrowing, this also shows that there are period of deficits and surpluses from the chart above meaning that in some years the government spending was less than income resulting into surpluses, while in the other period spending was greater than income resulting into borrowing. From

Earth and Space Science Assignment Example | Topics and Well Written Essays - 750 words

Earth and Space Science - Assignment Example The moon, bombarded by millions of meteorites and asteroids, is where Neil Armstrong's still tangible footprints are said to survive perhaps a million more years in the absence of air to change their form. Farther out, a traveler's curiosity is taken to an acquaintance with the planet named after the goddess of love and beauty for bearing a splendor as the solar system's brightest. Indeed the spectacular yellow clouds reflect the sunlight and the size and gravity of Venus is near that of the Earth's but the dazzling clouds are actually made of sulfuric acid and its atmosphere a noxious carbon-dioxide-concentrated air. With an unbearable pressure and temperature approaching 500Â °C, an experience of staying in it is nowhere as lonely as it is seen from afar or from an illusion which, once broken by reality, entails corrosion, suffocation, and destruction of a living matter. The possibility of life also becomes amply questionable at the sight of a global image, sun-scorched to 400Â ° C by midday yet acquires an extreme end of -170Â °C at nighttime. ... With over 5,000Â °C of hotness at the surface able to launch a nuclear reaction and tens of millions of degrees down its core, the Sun's power is far more than could possibly enter a wild pondering, as it turns millions of tons of matter into energy every second exceeding that made by man and blasting severe radiation onto the outer space through the electrified incandescent gases. Comets, being the documentary's additional exhibit, are depicted to be icy wastes of deep space whose tails extend to millions of kilometers. At a closer look, audience sees a vast dirty snowball covered in tar from which grains of an organic-looking parts disintegrate gradually. Much as the comets had been discovered of certain properties besides preservation in ice, the quest of astronauts and scientists has gone about prospecting Mars for any signs of life. Mars, a red and dead planet, looks as if it were a giant fossil with twirling devilish dusts presumably larger than the largest tornado that ever o ccurred on Earth. Though it is somewhat real close to capturing human imagination of familiarity and probable living, Mars is proven to contain too thin an air for breathing with significant levels of hazards caused by carbon dioxide everywhere. In it there is nothing to shield humans from the Sun's UV rays unlike the layer of ozone on this planet and protection against sickening coldness of -80Â °C neither exists. The dead planet, nevertheless, may be claimed to take pride in its immense ancient volcano that is three times the altitude of Mt. Everest and the seemingly 'grand canyon' land form which must have had some geological activities as evidenced with the way it looks in the presentation aided by the special apparatus in space.

Effective and Ethical Leadership Essay Example for Free

Effective and Ethical Leadership Essay Page 2. Throughout the evolution of modern business, leaders have strived to be effective and profitable. However, due to unprecedented business scandals throughout the past decade, strict adherence to the principles of business ethics has become more prominent and expansive than ever before. In light of scandalous and unethical business practices, as exuded by Enron and WorldCom for example, business leaders and governing agencies realize the importance of ethical behavior. Although there is not a clear cut or standard set of attributes that constitute an effective and ethical leader, there are several common aspects that can be identified. The most important attributes of an effective and ethical leader are trustworthiness and accountability. Employees must feel that they can trust their managers in any and every situation. Team members must believe that a manager has immaculate intentions for the well-being of the project and the team. Employees will work harder towards the goals of the organization as well as towards the goals of individual assignments if they feel that management is looking out for their best interests. Team members should not look at business management as an entity of oppression. Employees should be able to approach managers without intimidation or prejudice. In other words, workers should feel free to address concerns and express opinions. Experienced front line workers are more privy to minute details regarding the daily operations of the business. A worker that trusts his or her superior is more likely to express opinions and concerns that can enhance business activity or correct errors. Employees that trust the management of the organization will be more willing to work diligently towards the company’s goals. Employees that do not have a trustworthy management team can suffer from a reduction in morale. Overall, a lack of trust leads to a distant and less productive work environment. Page 3. Another equally important attribute of an effective and ethical leader is accountability. Effective managers should not be afraid to admit when they are wrong. Even the best managers make mistakes. In essence, a manager with a strong ethical track record will be able to address tough questions with realistic answers. Transcending departmental and hierarchal barriers, accountability promotes communication throughout the entire organization. For example, after years of slumping car sales coupled with rigid hierarchal divisions, Ford Motors decided to embark in a new direction with Alan Mulally as CEO in 2006. Throughout its century of existence, Ford â€Å"developed a very tall hierarchy, composed of managers whose main goal was to protect their turf and avoid any direct blame for its plunging car sales (Jones 2010). Even the COO Mark Fields stated that â€Å"at Ford you never admit when you don’t know something (Jones 2010). † New CEO, Alan Mulally, diligently worked to demolish the communication barriers between the divisions of production and to develop new ethical norms. For instance, he instituted weekly meetings where department heads were encouraged to openly share problems. Mulally promoted a new culture that was more accepting and open about mistakes. Moreover, sharing all a spects of production information through a universal lens can help to promote decreased production costs on a company-wide level. Organizations will prosper under a management that promotes and radiates accountability and trustworthiness. Employees are more prone to open lines of communication with trusted superiors. Managers that can accept responsibility for errors while co-piloting new plans of attack on pertinent issues can help to eliminate unnecessary depletion of organizational resources. A corporate culture that is built upon these attributes will be poised for future success. Page 4. Works Cited Jones, G. R. (2010). Organizational Theory, Design, and Change (6th ed. , p. 14). Upper Saddle River, NJ: Prentice Hall.

Addressing the Evils of The Industrial Revolution :: essays research papers

The evils of the Industrial Revolution in england were addressed in many ways in the eighteenth and nineteenth centuries. The Industrial revolution changed the lives of many people. Most people believe the Industrial Revolution was bad for both the people and environment of the eighteenth and nineteenth centuries. Some believe that one of the worst parts of the Industrial Revolution was child labor. Children were very small and easy to order around without being stood up to. Children were also being paid very low wages. Most children worked 16 hour days with only a 40 minute break which most were unable to eat because they were so unwealthy. This all changed when the " Health and Morals Act" came into effect in 1802 which declared that "The minimum age of employment shall be 9 years." and "The working day for children under fourteen shall be limited to twelve hours. Another act which helped the work conditions of children was the "Factory Act of 1833" which declared "No person under 18 years of age shall be allowed to work in the night in or about any cotton, woolen, linen, or silk mill or factory where steam, water, or any other mechanical power is used to work the machinery." Another way that the evils of the Industrial Revolution were addressed were Unions. Unions are an organization of workers who work to get advance of wages or lessen hours along with many other work related luxuries. One thing that hindered the growth of many unions was the "Combination act of 1800" this said that "Any workman who shall enter into any Union to obtain an advance of wages or to lessen or alter the hours or who shall, for the purpose of obtaining an advance in wages persuade,solicit,intimidate,or influence any workman to quit or lave his work shall be committed to jail.". This act made Unions illegal. Ralph Chaplin author of "Solidarity Forever" felt differently. In his book he wrote " When the union's inspiration through the workers blood shall run, there can be no power greater anywhere beneath the sun. Yet what force on earth is weaker the feeble strength of one? Bur the union makes us strong. This basically says that as a single laborer you are powerless but as a un ion you are strong. As you can see the life of the working class was not very good in the 1700's and 1800's.

Stefan’s Diaries: The Craving Chapter 20

The New York Halls of Justice and House of Detention was a slablike stone structure that rose heavily from the street like an old tombstone. The interior was a portrait in gray, with grim-faced policemen and haggard criminals. And us. Vampires caught in a human system for a bloody crime we didn't commit. The twistedness of it all was remarkable, but it did nothing to alleviate our current situation. With our hands tied behind our backs, a young policeman marched Damon and me up several flights of worn wooden stairs and into the chief's office. He commanded a small square of the larger floor. Sketches of wanted men lined his walls, one man's eye struck through with a large nail. The chief himself was a grizzled veteran with a full black beard, except for where a smooth, diagonal scar cut through his skin. He looked at our rap sheet and let out a low whistle. â€Å"The whole Sutherland family? That'll be in the papers tonight.† I flinched at hearing such insensitivity coming from the lips of a normal human. What sort of monsters did he deal with that the death of an entire family was no more than a news item? â€Å"We didn't do it,† I said. â€Å"No, of course you didn't,† the chief said gruffly, running a finger along his scar. â€Å"No one who ends up here has ever done it. But the courts will get it sorted out, and everyone will get what they deserve.† We were unceremoniously dumped into a holding cell that was larger than the entire one-person jail back home, where Jeremiah Black spent many a night sleeping off his drunken stupor. I never expected to see the inside of a cell myself. â€Å"We didn't do it,† Damon whined, imitating me and shaking his head, as soon as the guard left. â€Å"Could you make us sound any more ridiculous?† â€Å"What, are you afraid of us coming off as sissies?† I asked. â€Å"Would you rather I just bared my fangs at him?† A rasping chuckle came from the corner of the cell, where another prisoner sat slumped against the wall. His hair receded from his forehead in a deep V and he had the arms of a dockworker. â€Å"Nice clothes,† he said with malicious growl, eyeing our formal suits and clean-shaven cheeks. â€Å"What are you in for, rich boys?† â€Å"Killing a family,† Damon answered without pause. â€Å"You?† â€Å"Beatin' in the heads of the likes of you,† he answered back just as quickly, cracking his knuckles. He took a swing at Damon, but my brother reached up and, with hands faster than the human eye, deflected the blow, and pushed the man against the wall with a loud crack. The giant didn't so much topple as just crumple straight down, falling into an unconscious puddle around his own feet. None of the officers came running, and I wondered if fighting in the cells was an ordinary occurrence. Damon sighed as he stepped around the man. He sat down on the floor in a moment of exhaustion that was almost human, almost like the old brother I used to know. â€Å"Why is it we always end up locked behind bars with each other?† â€Å"Well, at least this time you're not being starved,† I answered drily. â€Å"Nope. No chance in that,† Damon said. His eyes surveyed the police standing on the other side of our bars, taking in each person. Then he leaned his head up against the wall and gave the peeling paint a grudging sniff. â€Å"And I think there's more than a chance that there are a couple of rats in here for you, too.† I sighed, sliding down the wall and sitting next to him. I did not understand this new Damon. His shifts in mood were frightening. One moment he was the soulless vampire who killed without remorse, the next he was someone who seemed like my old childhood companion again. â€Å"What's the plan?† I asked. â€Å"You're looking at it,† he said, getting up and indicating the dead man at our feet. â€Å"Guard! Man down in here.† When the guard approached and saw the body on the ground he seemed annoyed, but not surprised. The guard didn't lean too close – he had survived long enough to know not to. But it was close enough. Damon flared his eyes. â€Å"Forget we were ever here. Forget what we look like. Forget who brought us in, our names, and everything about us.† â€Å"Who's us?† the guard asked, hypnotized but slow on the uptake. â€Å"The man I came in with,† Damon snapped, pointing at me. The guard nodded faintly. â€Å"Forget everything about us. And then – send over the other guard, all right?† The guard wandered back to his post, somewhat dizzily at first, then cocked his head as if he had just remembered something. He went to one of the guards on patrol and pointed at the jail cell. Not at Damon, through Damon. It was like Damon didn't exist anymore in his reality. â€Å"One down,† Damon muttered. He looked tense. Again I wondered how many people he really could control at once. The second guard approached. He had a scar across his face that twisted one eye shut, and he smacked his billy club as he walked. But before Damon could compel him, he said the absolute last thing we expected. â€Å"Your lawyer is here.† I looked at my brother. He looked back at me in equal surprise. He raised an eyebrow as if to say: Did you arrange this somehow? I very slightly shook my head. Damon straightened his shoulders as a clang sounded and the door to the stockade opened. The smell of rotten eggs and death filled the room as another man walked in – the lawyer. He was huge. Larger than the prisoner Damon had knocked out, with long arms and a huge chest. His hands were monstrous, with stubby fingers that gripped a leather portfolio. He came into the room slowly, with the careful tread of someone or something too large and dangerous for its surroundings, like the pace of a panther around its tiny circus cage. His clothing was of a foreign cut, comfortable, rich linen and silk that allowed his massive body to move easily beneath its folds. And his eyes†¦ They were small and blue, but not the clear blue of my brother's. They were mottled, milky almost, and too ancient for the rest of his body, moving quickly but incorrectly, like a bird's or a lizard's gaze, but with a powerful intelligence behind it. This man was not human. He didn't feel like a vampire, not exactly. But there was something just below his surface waiting for a chance to explode. The Power radiating from him was greater than anything I had experienced. And my instincts told me that even though he had come under the auspices of being our lawyer, this man was not here to help us. He surveyed us in the jail cell and smiled slightly. â€Å"You may go,† he said to the guard behind him. His voice didn't even rise, but quietly reverberated in a way that carried to the far end of the empty holding cells. And yet they went. Quickly, and with something like relief on their faces. We were left alone with this beast. â€Å"Good evening, gentlemen,† he said, smiling in a way that made me sick. â€Å"Who are you?† Damon asked, clearly trying to sound bored. But I could hear the fear in his voice. â€Å"Who am I?† the man repeated in a heavy accent. â€Å"Does it help to know the name of the one who will kill you? It didn't seem any comfort to your wives.† The words fell like stones to the floor, heavy and final. The man casually put a giant hand up to rest on a bar. â€Å"You killed the Sutherlands,† I whispered. â€Å"Yes.† He smiled and pursed his lips. â€Å"It was fun.† â€Å"You tore them apart like paper dolls,† I said, even though I knew he could tear me apart, too, could scatter my limbs like the petals that had lined my wedding altar. â€Å"You†¦ broke them.† â€Å"Young vampire, you must know the hunger of the beast,† he said with a smile that wasn't at all amused. â€Å"There are other hungers, for other things, that once awoken cannot rest until they are satisfied.† The whites of the man's eyes glowed red, and there was a hush in the air, like great Power was being summoned. I could practically smell the fear coiling off Damon in large strips. But I began to grow angry. Rage boiled in my stomach and shot out through my body. This man had butchered an innocent family and enjoyed it. This was what my new life as a vampire meant – layers and layers of evil, and even more horror and destruction, just when I felt I had reached the very bottom. â€Å"Why?† I demanded, coming forward as far as the bars would let me. â€Å"What did they ever do to you?† â€Å"Why?† the beast asked. He leaned forward, mocking my bravado. As he neared, mere centimeters from my face, a sickening stench of old blood and decay swept over me. It was like a thousand years of death and dismemberment followed him around, a trophy from each corpse he was responsible for. â€Å"Recompense.† He said each syllable carefully. â€Å"Recompense?† I echoed. He bared his teeth. â€Å"Yes, recompense. For taking Katherine. And destroying any chance to break the curse.† Katherine? What did she have to do with all of this, with this abomination in front of us? With the Sutherlands? And what curse? I looked over at Damon. She had always shared more details of her life, of being a vampire, with him. But my brother was wide-eyed and gaping like a fish, even more stunned by hearing her name than I was. I thought about the blissful, ignorant weeks I spent as her slave and lover, never imagining that she would lead me straight into hell. The man backed up a few steps, including Damon in his foul stare. â€Å"Yes, you understand now,† he said, nodding. But we didn't. â€Å"I – † Damon began to speak. â€Å"SILENCE!† the man roared. Suddenly he was pressed up against the bars, a blackened fingernail inches from Damon's throat. â€Å"Do you dare deny it?† With a chilling deliberateness, he pushed an iron bar aside like it was a curtain. The metal screamed in agony. In a flash of darkness he had stepped through, and wrapped a giant hand around each of our throats. â€Å"You took Katherine. I take your new life from you. An eye for an eye, as you people are fond of saying. Right?† â€Å"I†¦ don't know what you're talking about,† I said, choking. The monster threw back his head and laughed. â€Å"Of course you don't.† He snapped his head back, suddenly fixing me with his eyes and a sneer on his lips. He didn't believe me. â€Å"Katherine never mentioned Klaus?† Even after her death, Katherine continued to haunt us. I looked over at Damon. There was a pained, heartbroken look on his face. It was gone in an instant, but for that one moment I thought I saw through to my old brother. He was shocked by the fact that Katherine, the love of his life, had been involved with a creature as heartless as the one that stood before us. I felt for him. Unbidden, half a dozen images of Katherine came to my mind. Her amber eyes that commanded attention. Her long black hair hanging in waves around her neck, as if she had just done something that might have disheveled it. Her tiny waist and mischievous smile. She had been irresistible. And Damon and I weren't the only ones to have felt her pull. The man tightened his grip on my throat, and I could hear the groaning of vertebrae. In a moment we would be on the floor, our necks snapped as easily as that of the prisoner Damon had killed. Then suddenly I was free. Damon fell to the ground beside me, also released from the stony grip that held him. From outside the cell, the monster smiled viciously. â€Å"I will see you two later,† he promised. And then, almost as an afterthought, he used a delicate finger to push the jail bars back into place. â€Å"And remember, I am always watching.†

Lincoln’s Presidency and Its Hallmarks on Future Presidents

â€Å"What are the most important hallmarks of Lincoln's leadership that influenced later presidents such as Teddy Roosevelt as they considered the role of the US presidency in American political life? † As the only President to preside over an American Civil War, Abraham Lincoln entered the office of the presidency with mounting challenges ahead of him. The country’s overwhelming divide regarding the issue of slavery proved to be the central issue in the 1861 elections. President Lincoln’s strong resolve to reunite the union catalyzed a sharp shift in his beliefs regarding the weight of power in the executive branch, helping Lincoln strengthen the office of the Presidency like never before. This set a precedent for future Presidents, notably Theodore Roosevelt, whose legislation on big business and â€Å"speak softly and carry a big stick† methodology to foreign relations, while thoroughly of his own design, most certainly finds its roots in the empowered President Lincoln. Lincoln entered the Presidency rooted in the beliefs that the executive branch’s power came second to the legislative, as stated in the Constitution. His â€Å"immediate predecessors—Democrats Franklin Pierce and James Buchanan—had set the pattern for a weak executive, conceiving their roles as little more than clerks†¦ who either approved or disapproved legislation developed from Congress’s agenda,† (Brinkley and Dyer, 2004, 175). However, following the secession of seven southern states immediately after Lincoln’s election, his focus became reuniting the union: â€Å"he sought to reassure his fellow countrymen and to prevent more states from seceding,† (Brinkley and Dyer, 2004, 175). To accomplish this, Lincoln was headfast in his decisions, often reaching beyond traditional executive power and, in effect, overriding the other branches of government. These decisions were extremely controversial: Groiler Encyclopedia says, â€Å"As a commander in chief Lincoln was soon noted for vigorous measures, sometimes at odds with the Constitution. Three controversial decisions Lincoln made include the implementation of a military draft, suspension of habeas corpus in many regions, and finally, a plan to end slavery in his 1862 annual message to Congress. All of these events were controversial and Lincoln was accused of ignoring the Constitution in many instances, yet he justified it to many by claiming that it was necessary â€Å"in the name of ‘popular demand and public necessity,† (Brinkley and Dyer, 2004, 177). In essence, Lincoln’s power was â€Å"a funneling of powers, delivered to other branches of government in peacetime, into the presidential office in wartime. He was centralizing authority,† (Brinkley and Dyer, 2004, 178). In text titled â€Å"A Constitutional History of the United States,† author Andrew McLaughlin analyzes constitutional problems of the civil war, saying that â€Å"The justification for such a step must be the existence of actual disorder or a condition which seriously threatens civil authority. Herein lies the debate, should a President have the moral right to break the Constitution in order to save it? One of the first policies to centralize the Executive Branch’s power was the implementation of a military draft in the beginning of Lincoln’s presidency: â€Å"On May 3 Lincoln issued a proclamation summoning 42,034 volunteers to serve for three years; he also called for an increase of the regular army by the addition of 22,714 of ficers and men, and for the enlistment of 18,000 seamen,† (McLaughlin, 1935, 615). This proves to be controversial because it was â€Å"employing a war power without a declaration of war,† (Brinkley and Dyer, 2004, 177). Lincoln’s claim was that â€Å"he was constitutionally designated as commander-in-chief and that the military peril to the Union made such actions necessary,† (Brinkley and Dyer, 2004, 177). The draft caused riots in New York, as people vehemently opposed its institution. Another instance of policy that was implemented with this newfound executive power was that he suspended the right of habeas corpus in many regions. According to text published in the journal titled â€Å"History Today,† habeas corpus â€Å"makes the force at the disposal of the chief executive subject to regulation by the courts. With it, a judge can demand that a prisoner be brought before him to evaluate whether the prisoner's detention is legal. Without it, an unlawfully incarcerated individual has no legal remedy. † The suspension of this right is one of the most controversial aspects of the Lincoln Presidency: â€Å"If Lincoln did not constitutionally have the power to uspend habeas corpus, then by doing so he fundamentally altered the freedom of American citizens,† (Kleinfeld, 1997, 24). In defending accusations mostly made by Democrats that he was stripping Americans of their civil rights and liberties, Lincoln claimed that he didn’t even believe a law was violated: â€Å"The Constitution, he argued, does not expressly prohibit the president from suspending the writ, and it is unreasonable that a danger should run its course until Congress can be assembled,† (Kleinfeld, 1997, 24). This defense was often used in Lincoln’s behalf. According to Brinkley and Dyer, the issue was â€Å"time and the necessity of acting quickly†¦ † They also explain how it was often claimed to simply be efficient for the centralized power in the executive branch: â€Å"The presidency carried with it a unity of office which allowed for swift action impossible for the legislature,† (Brinkley and Dyer, 2004, 178). Congress agreed to this justification for Lincoln’s centralized power; they â€Å"retroactively endorsed his actions, declaring them ‘legalized and made valid,’ as if Congress itself had enacted them. † (Brinkley and Dyer, 2004, 178). The final instance of a decision made using Lincoln’s strengthened Presidential powers was a plan delivered to Congress in his 1862 address to its members. In this annual address, Lincoln proposed that Congress provide bonds to pay slave states that abolished slavery before 1900. He also, in the same address, proposed that Congress give money to help the colonization of those former slaves who chose to move. This incentive to hasten the end of slavery was thoroughly Lincoln’s design, and â€Å"was an unusual display of executive decision to Congress,† (Brinkley and Dyer, 2004, 181). These are just a few of the examples detailing the centralization of power to the executive branch that occurred during Lincoln’s administration. He effectively transformed the institution of the Presidency, as many presidents after him have kept up the centralization of power as tradition. An example of a later president who also ran his administration in this fashion is Theodore Roosevelt. Like Lincoln, Roosevelt presided over the nation at a crossroads: the â€Å"divide between the nineteenth century and the wentieth, between the old presidency and the modern chief executive, between the old state and the new,† (Brinkley and Dyer, 2004, 268). Following in Lincoln’s precedent, Roosevelt’s decisions over the regulation of big business in this fledging industrial nation, as well as his ‘speak softly and carry a big stick’ methodology to foreign policy, thoroughly illustrate this strong funneling of power into the office of the Presidency. At the beginning of Roosevelt’s administration, the big business era was just beginning. The United States had turned away from the isolationism which preceded the Spanish-American War. Now a world power with quickly expanding foreign markets, the United States was considered a major industrial nation,† (Business and Economy in the 1900s, 1997). With this industrialization came consequences and fears regarding the growth of big business and power of large corporations. The growth of big business and its corresponding fears became the central issue to Roosevelt’s domestic policy. Roosevelt implemented multiple laws in hopes of regulating large corporations, most notably his antitrust measures. According to a text titled Business and Economy in the 1900s, â€Å"†¦ it was not until the Roosevelt administration that cases were pursued against business owners and labor unions. † Most notably was the Northern Securities case, in which the Supreme Court ruled in a 5-4 decision that the company had violated the Sherman Antitrust Act, which had been on the books for decades. Brinkley and Dyer explain that, â€Å"Although Roosevelt did not want to eliminate large corporations, he used antitrust prosecutions to enhance the authority of the executive branch,† (274). Just as Lincoln used policy to enhance his powers as president, so did Roosevelt: over 40 antitrust legislations were filed under Roosevelt’s presidency. Still focusing on the domestic issue of big business regulation, Roosevelt’s creation of The Bureau of Corporations was another notable event. After Roosevelt’s introduction of the Bureau in 1903, it was created by Congress to â€Å"investigate and publicize the behavior of giant corporations,† (Brinkley and Dyer, 2004, 275). This Bureau is what helped investigate the companies and then catalyzed legislation, furthering antitrust laws made under Roosevelt’s administration. Also parallel to the central power during Lincoln’s presidency, the president helped validate and get more power to the Executive Branch when he positioned himself to look like â€Å"the representative of a public frightened and angry over a new threat from business,† (Brinkley and Dyer, 2004, 275). This is parallel to the power Lincoln managed to obtain when positioning himself to look like a representative of a frightened public during the beginnings of the Civil War, angry over slavery issues. Both men used their positions and the time in history to be seen in the same light. In terms of foreign policy, Roosevelt strived to make the United States’ power reach global heights. His â€Å"speak softly and carry a big stick† approach to foreign relations reflected that the way the country handled its foreign relations depended entirely on the President, not Congressional legislation. An example of this includes events that occurred following his December 1904 State of the Union address, in which Roosevelt reinforced his ‘Big Stick Policy† by saying that â€Å"chronic wrongdoing by Latin American states would compel the United States ‘to an exercise of an international police power,’† (Big Stick and Dollar Diplomacy, 1998). This policy, reminiscent of the Monroe Doctrine, is known as the Roosevelt Corollary. It was first put into effect just weeks later, when Roosevelt negotiated a treaty with the Dominican Republic saying that the US would manage the Dominican Republic’s foreign debts. Mirroring events of the Lincoln administration, â€Å"when the Senate refused to ratify the treaty, the president carried it out by executive order, a move that touched off much criticism at home,† (Big Stick and Dollar Diplomacy, 1998). In this case, Roosevelt used his Big Stick policy to pass legislation rejected by the Congress, just because he was President and his office had the power to do so. It is much like Lincoln’s implementation of policy without Congressional approval during the Civil War. To conclude, President Lincoln helped to strength the power of the Executive Branch like never before, helping give the Presidency more control of both domestic and foreign relations. At a delicate crossroads in American history—the Civil War—Lincoln used the unique time to gain power through instatement of the draft, suspension of habeas corpus, and his proposals of bills to Congress. Following this precedent, President Theodore Roosevelt, also at a crossroads in United States history at the beginning of industrialization and big business, used similar tactics to gain and retain centralized control in the Executive branch through his trust-busting efforts and legislation on big business at home, as well as his â€Å"Big Stick† policies abroad.

The Frankfurt School of Critical Theory

The Frankfurt School of Critical Theory The Frankfurt School refers to a collection of scholars known for developing critical theory  and popularizing the dialectical method of learning by interrogating societys contradictions and is most closely associated with the work of Max Horkheimer, Theodor W. Adorno, Erich Fromm, and Herbert Marcuse. It was not a school, in the physical sense, but rather a school of thought associated with some scholars at the Institute for Social Research at the University of Frankfurt in Germany. The Institute was founded by Marxist scholar  Carl Grà ¼nberg  in 1923, and initially financed by another Marxist scholar, Felix Weil. However, the Frankfurt School is known for a  particular brand of culturally focused  neo-Marxist theory- a rethinking of classical Marxism to update it to their socio-historical period- which proved seminal for the fields of sociology, cultural studies, and media studies. Max Horkheimer receiving the chain of office by former Rector Prof. Rajewski. Dr. Horkheimer left Germany in the early days of the Third Reich when his institute for Social Research fell under the Nazi ban. Bettman/Getty Images In 1930 Max Horkheimer became the director of the Institute and recruited many of those who came to be known collectively as the Frankfurt School. Living, thinking, and writing in the aftermath of  Marxs failed prediction of revolution, and dismayed by the rise of Orthodox Party Marxism and a dictatorial form of communism, these scholars turned their attention to the problem of rule through ideology, or rule carried out in the realm of culture. They believed that this form of rule was  enabled by technological advancements in communications and the reproduction of ideas. (Their ideas were similar to Italian scholar-activist  Antonio Gramscis theory of cultural hegemony.)  Other early members of the Frankfurt  School included Friedrich Pollock, Otto Kirchheimer, Leo Là ¶wenthal, and Franz Leopold Neumann. Walter Benjamin was also associated with it during its mid-twentieth  century heyday. One of the core concerns of the scholars of the Frankfurt School, especially Horkheimer, Adorno, Benjamin, and  Marcuse, was the rise of what Horkheimer and Adorno initially called mass culture (in  Dialectic of Enlightenment).  This phrase refers to the way technological developments had newly  allowed for the distribution of cultural products- like music, film, and art- on a mass scale, reaching all who were connected by the technology in society. (Consider that when these scholars began crafting their critiques, radio and cinema were still new phenomena, and television had not yet hit the scene.) Their concern focused on how technology-enabled both a sameness in production, in the sense that technology shapes content and cultural frameworks create styles and genres, and also, a sameness of cultural experience, in which an unprecedented mass of people would sit passively before cultural content, rather than actively engage with one another for entertainment, as they had in the past. They theorized that this experience made people intellectually inactive and politically passive, as they allowed mass-produced ideologies and values to wash over them and infiltrate their consciousness. They argued that this process was one of the missing links in Marxs theory of the domination of capitalism, and largely helped to explain why Marxs theory of revolution never came to pass.  Marcuse took this framework and applied it to consumer goods and the new consumer lifestyle that had just become the norm in Western countries at mid-twentieth century, and argued that consumerism functioned in much the same way, through a creation of false needs that can only be satisfied by the products of capitalism. Given the political context of pre-WWII Germany at the time, Horkheimer chose to move the Institute for the safety of its members. They first moved to Geneva in 1933, and then to New York in 1935, where they affiliated with Columbia University. Later, after the war, the Institute was re-established in Frankfurt in 1953. Later theorists affiliated with the School include Jà ¼rgen Habermas and Axel Honneth, among others. Philosopher Herbert Marcuse in 1968 while he was a Professor of Philosophy at the University of California at San Diego. Bettman/Getty Images Key works by members of the Frankfurt School include but are not limited to: Traditional and Critical Theory, Max HorkheimerDialectic of Enlightenment, Max Horkheimer and Theodor W. AdornoCritique of Instrumental Reason, Max HorkheimerThe Authoritarian Personality, Theodor W. AdornoAesthetic Theory, Theodor W. AdornoCulture Industry Reconsidered, Theodor W. AdornoOne-Dimensional Man, Herbert MarcuseThe Aesthetic Dimension: Toward a Critique of Marxist Aesthetics, Herbert MarcuseThe Work of Art in the Age of Mechanical Reproduction, Walter BenjaminStructural Transformation and the Public Sphere, Jà ¼rgen HabermasTowards a Rational Society,  Jà ¼rgen Habermas

How to Use Hyphens Correctly in Business Grammar

How to Use Hyphens Correctly in Business Grammar Louise Julig wrote a wonderful post about hyphens in her Thoughts Happen blog. Business writing requires correct hyphenation. It’s both clarifying and funny. She wore a purple wrist band to remind her of her pledge not to complain. The problem? The bracelet omitted a needed hyphen, prompting Louise’s grammar complaint: Argh! I just can’t stand it anymore! I’ve been doing this purple-bracelet â€Å"stop complaining† exercise for almost three weeks now (and am on my record 5th day of not complaining) but I can’t hold it in any longer because every time I look at the half inch of rubber encircling my wrist I want to gouge a little hyphen between â€Å"Complaint† and â€Å"Free.† It’s â€Å"A Complaint-Free World,† people, not â€Å"A Complaint Free World†! Oh the irony of complaining about the â€Å"complaint free† bracelet. But really! Hyphens are very complicated. I agree with Grammar Girl’s recommendation to check a dictionary and style guide when possible. When it’s not, fall back on this baseline rule: Hyphenate compound modifiers when they come before a noun, and don’t hyphenate them when they come after a noun. Louise illustrated this rule nicely: Why is this? Here’s my best explanation: hyphens group modifiers together for clarity. Say you have a red brick house. Is it a red house? Yes. Is it a brick house? Yes. Therefore, no hyphen is needed. However, what if you have a â€Å"gluten free recipe.† Is it a gluten recipe? No. Is it a free recipe? No. Therefore, a hyphen is needed to group the modifiers together so you know the recipe has no gluten. It’s a gluten-free recipe. Why then do you not hyphenate after the noun, e.g. â€Å"the recipe is gluten free†? The temptation is to throw in extra hyphens just in case, e.g. â€Å"the recipe is gluten-free.† But it’s just as bad to over-hyphenate as to under-hyphenate, and it really isn’t necessary. Here’s why: when the modifier comes after the noun, it’s only modifying the one word immediately after it. So we ask ourselves, â€Å"What kind of ‘free’ is it?† and the answer is â€Å"gluten.† It’s gluten free. Louise, thanks so much for breaking your complaint-free pledge to clarify this! I say you should gouge that little hyphen into your bracelet, and wear it proudly!

Do online classes provide a good education Essay

Do online classes provide a good education - Essay Example I thanked her, responded to her congratulating comments with extreme gratitude and instantly dialed my mother’s number after putting my instructor’s phone down. She was excited to hear of my achievement but not as much as I had expected. The reason was obvious. It was not that she wasn’t happy that her only daughter had scored wonderfully in her college finals but it was actually that the thought of the completion of the degree program had revived in her the concern that she was unable to support my university education on her own. Being a single parent she had always maintained the roles of both a mother and a father for me. She had never made me feel how hard she worked to earn the bread and butter for both of us. But now that I had reached passed out college, it was about time that if I wanted to continue my education I should be able to do it by earning for the expenses on my own. I couldn’t help but smile and thank God! This was me four years ago and today I had completed my university degree. Sitting in the comfortable chair of my recently renovated office I sipped from my coffee mug and bid farewell to the webpage of my online university that had been the most surfed pages in my internet surfing history for the past four years. I had been able to complete my university degree along with earning the finances for it myself by working as a junior credit analyst at an accountancy firm and also pursuing my ACCA degree in an online university simultaneously. I must admit that I was pretty skeptical at first. But almost five years down the memory lane, I would suggest anyone who takes an advice from me to pursue an online degree for higher education especially if it meant to be at a far away physical location as it was in my case. A resident of a third world country by birth, I had always aspired to fulfill my

Authority and Sources in Christian Ethics Essay Example | Topics and Well Written Essays - 750 words

Authority and Sources in Christian Ethics - Essay Example This will act as an essential guide to many other lives. The life of discipleship is governed by aims of the overall salvation of many other lives. The scriptures state that it is essential for disciples to follow ethics to ensure that they have attracted others to join the faith (Scharen, p 12). The life of discipleship ensures that a Christian follows the dictates of the scriptures. The Bible is a true representation of the needs and wants of the scriptures. In many instances, a Christian is guided by the stipulations of the Bible. In relation to ethical situations, all the three authors insist that there is a deep salvation and relaxation that is brought by constant reference to the Bible. They have given a very good example of the persecution of the Jews by the Nazi’s during Hitler’s era. There were very many Christians from all faiths that were boxed into a corner. Whatever action that they took in helping the victims of the Holocaust determined their level and upr ightness as Christians. A Christian who is a selfless disciple of Christ will do anything to ensure that he or she can save a life. This is because this is exactly what Jesus would have done. So the true Christians in the above context were those that were willing to do anything to save their victims. This is despite the fact that they were prone to persecution if they were found out (Stassen, p 72). Faith is the ability to have a strong conviction in relation to any circumstance or situation. This is despite the fact that many at times it is very hard to have faith in something that we are yet to see. Any approach that is dictated by a Christian is governed by the ability for them to have the uttermost faith in everything around them. Their faith is the guide that ensures that they are pillars of very many others in society and all over the world. Christian ethics insists that it is important for a believer to have faith all the time. This is in many instances and situations. The d isciple is the source of solace for very many people that do not have the ability to believe (Scharen, p 32). In many issues that a human being experiences, it is very important for them to identify what they need to do to acquire faith. The ability to believe does not just occur naturally. It comes with the deep understanding that in all challenges that one goes through, Christ died for all. The scriptures all state that he knows what his creation can handle and what they cannot. This means that with the faith that a Christian has, whether in relation to the application of Christian ethics or not, God is the essential guide always. There are random verses in the Bible that show deep Christian faith and its abilities. In day to day life, we should have the faith to receive and impact salvation. This is just like blind man who called out the Lord’s name and received his sight. Christian ethics is determined by ones ability to stand firm in the things that he or she believes in . In many unethical situations, there is one who gains. As a result of this gain, others lose greatly. A true disciple stands his ground no matter the consequences of his or her actions. Jesus was tempted, he employed great faith and he overcame the challenges. If he had no strong preference to ethical practises, it would have been very easy for him and many others to fall into temptation (Stassen, p 89). The third connection in the

Children's Case Analysis Study Example | Topics and Well Written Essays - 2500 words

Children's Analysis - Case Study Example That is, systems that rely on perfect performance by individuals to prevent errors are doomed to fail. Healthcare persons typically react to a specific accident by focusing on the error rather than attempting to understand the systematic cause and designing interventions that minimize if not altogether eliminate the occurrence of such errors. Medication errors are the most common preventable cause of adverse events. Early detection and constant reporting of such errors is crucial, particularly in hospitals, where systems for detecting adverse drug reactions and medication errors can save lives, money, and legal problems. A well kept log for such errors enables the experts to design strategies for their prevention, which is usually the better option, rather than a post scenario cure. Administrative, organizational, educative reforms as well as software controlled electronic systems can be designed after the evaluation of logs of such errors, which can prevent their occurrence in futur e. The medical literature today is rich enough and easily accessible for a medical professional in any capacity, to update their knowledge and look for preventive solutions in case of any doubt while administering their art. A proper coordination of medical staff and availability of ready consultation at the time of need can go a long way in preventing medical errors and accidents. The incident of an overdose of morphine in case of a ten-year old boy named Matthew at Children’s Hospital in Minneapolis illustrates a system error, which could have resulted in fatal consequences if it had not been addressed and handled in a practical manner reflecting evidence-based practice. The case described a pediatric patient of stable condition who has been transferred from the intensive care unit to the medical/surgical unit with an order for a continuous morphine drip. Upon set-up of the

Concepts of Brand Identity and Positioning

Concepts of Brand Identity and Positioning A brand is not the name of a product. It is the vision that drives the creation of products and services under that name. That vision, the key belief of the brands and its core values is called identity. It drives vibrant brands able to create advocates, a real cult and loyalty. Modern competition calls for two essential tools of brand management: ‘brand identity, specifying the facets of brands uniqueness and value, and ‘brand positioning, the main difference creating preference in a specific market at a specific time for its products. For existing brands, identity is the source of brand positioning. Brand positioning specifies the angle used by the products of that brand to attack a market in order to grow their market share at the expense of competition. Defining what a brand is made of helps answer many questions that are asked every day, such as: Can the brand sponsor such and such event or sport? Does the advertising campaign suit the brand? Is the opportunity for launching a new product inside the brands boundaries or outside? How can the brand change its communication style, yet remain true to itself? How can decision making in communications be decentralised regionally or internationally, without jeopardising brand congruence? All such decisions pose the problem of brand identity and definition which are essential prerequisites for efficient brand management. Brand identity: a necessary concept Like the ideas of brand vision and purpose, the concept of brand identity is recent. It started in Europe (Kapferer, 1986).The perception of its paramount importance has slowly gained worldwide recognition; in the most widely read American book on brand equity (Aaker, 1991), the word ‘identity is in fact totally absent, as is the concept. Today, most advanced marketing companies have specified the identity of their brand through proprietary models such as ‘brand key (Unilever), ‘footprint (Johnson Johnson), ‘bulls eyes and ‘brand stewardship, which organise in a specific form a list of concepts related to brand identity. However, they are rather checklists. Is identity a sheer linguistic novelty, or is it essential to understanding what brands are? What is identity? To appreciate the meaning of this significant concept in brand management, we shall begin by considering the many ways in which the word is used today. For example, we speak of ‘identity cards a personal, non-transferable document that tells in a few words who we are, what our name is and what distinguishable features we have that can be instantly recognised. We also hear of ‘identity of opinion between several people, meaning that they have an identical point of view. In terms of communication, this second interpretation of the word suggests brand identity is the common element sending a single message amid the wide variety of its products, actions and communications. This is important since the more the brand expands and diversifies, the more customers are inclined to feel that they are, in fact, dealing with several different brands rather than a single one. If products and communication go their separate ways, how can customers possibly perceive these different routes as converging towards a common vision and brand? Speaking of identical points of view also raises the question of permanence and continuity. As civil status and physical appearance change, identity cards get updated, yet the fingerprint of their holders always remains the same. The identity concept questions how time will affect the unique and permanent quality of the sender, the brand or the retailer. In this respect, psychologists speak of the ‘identity crisis which adolescents often go through. When their identity structure is still weak, teenagers tend to move from one role model to another. These constant shifts create a gap and force the basic question: ‘What is the real me? Finally, in studies on social groups or minorities, we often speak of ‘cultural identity. In seeking an identity, they are in fact seeking a pivotal basis on which to hinge not only their inherent difference but also their membership of a specific cultural entity. Brand identity may be a recent notion, but many researchers have already delved into the organisational identity of companies (Schwebig, 1988; Moingeon and Soenen, 2003). There, the simplest verbal expression of identity often consists in saying: ‘Oh, yes, I see, but its not the same in our company! In other words, corporate identity is what helps an organisation, or a part of it, feel that it truly exists and that it is a coherent and unique being, with a history and a place of its own, different from others. From these various meanings, we can infer that having an identity means being your true self, driven by a personal goal that is both different from others and resistant to change. Thus, brand identity will be clearly defined once the following questions are answered: What is the brands particular vision and aim? What makes it different? What need is the brand fulfilling? What is its permanent nature? What are its value or values? What is its field of competence? Of legitimacy? What are the signs which make the brand recognisable? These questions could indeed constitute the brands charter. This type of official document would help better brand management in the medium term, both in terms of form and content, and so better address future communication and extension issues. Communication tools such as the copy strategy are essentially linked to advertising campaigns, and so are only committed to the short term. There must be specific guidelines to ensure that there is indeed only one brand forming a solid and coherent entity. Brand identity and graphic identity charters Many readers will make the point that their firms already make use of graphic identity ‘bibles, either for corporate or specific brand purposes. We do indeed find many graphic identity charters, books of standards and visual identity guides. Urged on by graphic identity agencies, companies have rightly sought to harmonise the messages conveyed by their brands. Such charters therefore define the norms for visual recognition of the brand, ie the brands colours, graphic design and type of print. Although this may be a necessary first step, it isnt the be all and end all. Moreover, it puts the cart before the horse. What really matters is the key message that we want to communicate. Formal aspects, outward appearance and overall looks result from the brands core substance and intrinsic identity. Choosing symbols requires a clear definition of what the brand means. However, while graphic manuals are quite easy to find nowadays, explicit definitions of brand identity per se are still very rare. Yet, the essential questions above (ie the nature of the identity to be conveyed) must be properly answered before we begin discussing and defining what the communication means and what the codes of outward recognition should be. The brands deepest values must be reflected in the external signs of recognition, and these must be apparent at first glance. The family resemblance between the various models of BMW conveys a strong identity, yet it is not the identity. This brands identity and essence can actually be defined by addressing the issue of its difference, its permanence, its value and its personal view on automobiles. Many firms have unnecessarily constrained their brand because they formulated a graphic charter before defining their identity. Not knowing who they really are, they merely perpetuate purely formal codes by, for example, using a certain photographic style that may not be the most suitable. Thus Nina Riccis identity did not necessarily relate to the companys systematic adherence to English photographer David Hamiltons style. Knowing brand identity paradoxically gives extra freedom of expression, since it emphasises the pre-eminence of substance over strictly formal features. Brand identity defines what must stay and what is free to change. Brands are living systems. They must have degrees of freedom to match modern market diversity. Identity: a contemporary concept That a new concept identity has emerged in the field of management, already well versed in brand image and positioning, is really no great surprise. Todays problems are more complex than those of 10 or 20 years ago and so there is now a need for more refined concepts that allow a closer connection with reality. First of all, we cannot overemphasise the fact that we are currently living in a society saturated in communications. Everybody wants to communicate these days. If needed, proof is available: there have been huge increases in advertising budgets, not only in the major media but also in the growing number of professional magazines. It has become very difficult to survive in the hurly-burly thus created, let alone to thrive and successfully convey ones identity. For communication means two things: sending out messages and making sure that they are received. Communicating nowadays is no longer just a technique, it is a feat in itself. The second factor explaining the urgent need to understand brand identity is the pressure constantly put on brands. We have now entered an age of marketing similarities. When a brand innovates, it creates a new standard. The other brands must then catch up if they want to stay in the race, hence the increasing number of ‘me-too products with similar attributes, not to mention the copies produced by distributors. Regulations also cause similarities to spread. Bank operations, for example, have become so much alike that banks are now unable to fully express their individuality and identity. Market research also generates herdism within a given sector. As all companies base themselves on the same life-style studies, the conclusions they reach are bound to be similar as are the products and advertising campaigns they launch, in which sometimes even the same words are used. Finally, technology is responsible for growing similarity. Why do cars increasingly look alike, in spite of their different makes? Because car makers are all equally concerned about fluidity, inner car space constraints, motorisation and economy, and these problems cannot be solved in all that many different ways. Moreover, when the models of four car brands (Audi, Volkswagen, Seat and Skoda) share many identical parts (eg chassis, engine, gearbox), for either productivity or competitiveness purposes, it is mainly brand identity, along with, to a lesser extent, whats left of each car, which will distinguish the makes from one another. Diversification calls for knowing the brands identity. Brands launch new products, penetrate new markets and reach new targets. This may cause both fragmented communications and patchwork images. Though we are still able to discern bits and pieces of the brand here and there, we are certainly unable to perceive its global and coherent identity. Why speak of identity rather than image? What does the notion of identity have to offer that the image of a brand or a company or a retailer doesnt have? After all, firms spend large amounts of money measuring image. Brand image is on the receivers side. Image research focuses on the way in which certain groups perceive a product, a brand, a politician, a company or a country. The image refers to the way in which these groups decode all of the signals emanating from the products, services and communication covered by the brand. Identity is on the senders side. The purpose, in this case, is to specify the brands meaning, aim and self-image. Image is both the result and interpretation thereof. In terms of brand management, identity precedes image. Before projecting an image to the public, we must know exactly what we want to project. Before it is received, we must know what to send and how to send it. As shown in Figure 7.1, an image is a synthesis made by the public of all the various brand messages, eg brand name, visual symbols, products, advertisements, sponsoring, patronage, articles. An image results from decoding a message, extracting meaning, interpreting signs. Where do all these signs come from? There are two possible sources: brand identity of course, but also extraneous factors (‘noise) that speak in the brands name and thus produce meaning, however disconnected they may actually be from it. What are these extraneous factors? First, there are companies that choose to imitate competitors, as they have no clear idea of what their own brand identity is. They focus on their competitors and imitate their marketing communication. Second, there are companies that are obsessed with the willingness to build an appealing image that will be favourably perceived by all. So they focus on meeting every one of the publics expectations. That is how the brand gets caught in the game of always having to please the consumer and ends up surfing on the changing waves of social and cultural fads. Yesterday, brands were into glamour, today, they are into ‘cocooning; so whats next? The brand can appear opportunistic and popularity seeking, and thus devoid of any meaningful substance. It becomes a mere faà §ade, a meaningless cosmetic camouflage. The third source of ‘noise is that of fantasised identity: the brand as one would ideally like to see it, but not as it actually is. As a result, we notice, albeit too late, that the advertisements do not help people remember the brand because they are either too remotely connected to it or so radically disconnected from it that they cause perplexity or rejection. Since brand identity has now been recognised as the prevailing concept, these three potential communication glitches can be prevented. The identity concept thus serves to emphasise the fact that, with time, brands do eventually gain their independence and their own meaning, even though they may start out as mere product names. As living memories of past products and advertisements, brands do not simply fade away: they define their own area of competence, potential and legitimacy. Yet they also know when to stay out of other areas. We cannot expect a brand to be anything other than itself. Obviously, brands should not curl up in a shell and cut themselves off from the public and from market evolutions. However, an obsession with image can lead them to capitalise too much on appearance and not enough on essence. Identity and positioning It is also common to distinguish brands according to their positioning. Positioning a brand means emphasising the distinctive characteristics that make it different from its competitors and appealing to the public. It results from an analytical process based on the four following questions: A brand for what benefit? This refers to the brand promise and consumer benefit aspect: Orangina has real orange pulp, The Body Shop is environment friendly, Twix gets rid of hunger, Volkswagen is reliable. A brand for whom? This refers to the target aspect. For a long time, Schweppes was the drink of the refined, Snapple the soft drink for adults, Tango or Yoohoo the drink for teenagers. Reason? This refers to the elements, factual or subjective, that support the claimed benefit. A brand against whom? In todays competitive context, this question defines the main competitor(s), ie those whose clientele we think we can partly capture. Tuborg and other expensive imported beers thus also compete against whisky, gin and vodka. Positioning is a crucial concept (Figure 7.2). It reminds us that all consumer choices are made on the basis of comparison. Thus, a product will only be considered if it is clearly part of a selection process. Hence the four questions that help position the new product or brand and make its contribution immediately obvious to the customer. Positioning is a two-stage process: First, indicate to what ‘competitive set the brand should be associated and compared. Second, indicate what the brands essential difference and raison dà ªtre is in comparison to the other products and brands of that set. Choosing the competitive set is essential. While this may be quite easy to do for a new toothpaste, it is not so for very original and unique products. The Gaines burger launched by the Gaines company, for instance, was a new dog food, a semi-dehydrated product presented as red ground meat in a round shape like a hamburger. Unlike normal canned pet foods, moreover, it did not need to be refrigerated, nor did it exude that normal open-can smell. Given these characteristics, the product could be positioned in several different ways, for example by: Attacking the canned pet food market by appealing to well-to-do dog owners. The gist of the message would then be ‘the can without the can, in other words, the benefits of meat without its inconveniences (smell, freshness constraints, etc). Attacking the dehydrated pet food segment (dried pellets) by offering a product that would help the owner not to feel guilty for not giving meat to the dog on the basis that it is just not practical. The fresh-ground, round look could justify this positioning. Targeting owners who feed leftovers to their dogs by presenting Gaines as a complete, nutritious supplement (and no longer as a main meal as in the two former strategies). Targeting all dog owners by presenting this product as a nutritious treat, a kind of doggy Mars bar. The choice between these alternative strategies was made by assessing each one against certain measurable criteria (Table 7.1). The firm ended up choosing the first positioning and launched this product as the ‘Gaines burger. What does the identity concept add to that of positioning? Why do we even need another concept? In the first place, because positioning focuses more on the product itself. What then does positioning mean in the case of a multiproduct brand? How can these four questions on positioning be answered if we are not focusing on one particular product category? We know how to position the various Scotchbrite scrubbing pads as well as the Scotch videotapes, but what does the positioning concept mean for the Scotch brand as a whole, not to mention the 3M corporate brand? This is precisely where the concept of brand identity comes in handy. Second, positioning does not reveal all the brands richness of meaning nor reflect all of its potential. The brand is restricted once reduced to four questions. Positioning does not help fully differentiate Coca-Cola from Pepsi-Cola. The four positioning questions thus fail to encapsulate such nuances. They do not allow us to fully explore the identity and singularity of the brand. Worse still, positioning allows communication to be entirely dictated by creative whims and current fads. Positioning does not say a word about communication style, form or spirit. This is a major deficiency since brands have the gift of speech: they state both the objective and subjective qualities of a given product. The speech they deliver in these days of multimedia supremacy is made of words, of course, but even more of pictures, sounds, colours, movement and style. Positioning controls the words only, leaving the rest up to the unpredictable outcome of creative hunches and pretests. Yet brand language should never result from creativity only. It expresses the brands personality and values. Creative hunches are only useful if they are consistent with the brands legitimate territory. Furthermore, though pretest evaluations are needed to verify that the brands message is well received, the public should not be allowed to dictate brand language: its style needs to be found within itself. Brand uniqueness often tends to get eroded by consumer expectations and thus starts regressing to a level at which it risks losing its identity. Table 7.1 How to evaluate and choose a brand positioning Are the products current looks and ingredients compatible with this positioning? How strong is the assumed consumer motivation behind this positioning? (what insight?) What size of market is involved by such a positioning? Is this positioning credible? Does it capitalise on a competitors actual or latent durable weakness? What financial means are required by such a positioning? Is this positioning specific and distinctive? Is this a sustainable positioning which cannot be imitated by competitors? Does this positioning leave any possibility for an alternative solution in case of failure? Does this positioning justify a price premium? Is there a growth potential under this positioning? A brands message is the outward expression of the brands inner substance. Thus we can no longer dissociate brand substance from brand style, ie from its verbal, visual and musical attributes. Brand identity provides the framework for overall brand coherence. It is a concept that serves to offset the limitations of positioning and to monitor the means of expression, the unity and durability of a brand. Why brands need identity and positioning A brands positioning is a key concept in its management. It is based on one fundamental principle: all choices are comparative. Remember that identity expresses the brands tangible and intangible characteristics everything that makes the brand what it is, and without which it would be something different. Identity draws upon the brands roots and heritage everything that gives it its unique authority and legitimacy within a realm of precise values and benefits. Positioning is competitive: when it comes to brands, customers make a choice, but with products, they make a comparison. This raises two questions. First, what do they compare it with? For this, we need to look at the field of competition: what area do we want to be considered as part of? Second, what are we offering the customer as a key decision-making factor? A brand that does not position itself leaves these two questions unanswered. It is a mistake to suppose that customers will find answers themselves: there are too many choices available today for customers to make the effort to work out what makes a particular brand specific. Communicating this information is the responsibility of the brand. Remember, products increase customer choice; brands simplify it. This is why a brand that does not want to stand for something stands for nothing. The aim of positioning is to identify, and take possession of, a strong purchasing rationale that gives us a real or perceived advantage. It implies a desire to take up a long-term position and defend it. Positioning is competition-oriented: it specifies the best way to attack competitors market share. It may change through time: one grows by expanding the field of competition. Identity is more stable and long-lasting, for it is tied to the brand roots and fixed parameters. Thus Cokes positioning was ‘the original as long as it competed against other colas. To grow the business, it now competes against all soft drinks: its positioning is ‘the most refreshing bond between people of the world, whereas its identity remains ‘the symbol of America, the essence of the American way of life. How is positioning achieved? The standard positioning formula is as follows: For †¦ (definition of target market) Brand X is †¦ (definition of frame of reference and subjective category) Which gives the most †¦ (promise or consumer benefit) Because of †¦ (reason to believe). Let us look at these points in detail. The target specifies the nature and psycho-logical or sociological profile of the individuals to be influenced, that is, buyers or potential consumers. The frame of reference is the subjective definition of the category, which will specify the nature of the competition. What other brands or products effectively serve the same purpose? This is a strategic decision: it marks out the ‘field of battle. It must not under any circumstances be confused with the objective description of the product or category. For example, there is no real rum market in the UK, yet Bacardi is very popular. This is because it is perfectly possible to drink Bacardi without realising that it is a rum: it is the party mixer par excellence. Another example illustrates the strategic importance of defining the frame of reference. Objectively speaking, Perrier is fizzy mineral water. Subjectively, however, it is also a drink for adults. Seen in the light of this field of reference, it acquires its strongest competitive advantage: a slight natural quirkiness. As we can see, the choice of the field of competition should be informed by the strategic value of that field: how big, how fast growing, how profitable? But it also lends the brand a competitive advantage through its identity and potential. Perceived as water for the table, Perrier has no significant competitive advantage over other fizzy mineral waters, even though this market is a very large one. However, when viewed in relation to a field of competition defined as ‘drinks for adults, Perrier becomes competitive again: it has strong differentiating advantages. What are its competitors? They include alcoholic drinks, Diet Coke, Schweppes and tomato juice. The third point specifies the aspect of difference which creates the preference and the choice of a decisive competitive advantage: it may be expressed in terms of a promise (for instance, Volvo is the strongest of all cars) or a benefit (such as, Volvo is the ‘safety brand). The fourth point reinforces the promise or benefit, and is known as the ‘reason to believe. For example, in the case of the Dove brand, which promises to be the most moisturising, the reason is that all of its products contain 25 per cent of moisturising cream. Positioning is a necessary concept, first because all choices are comparative, and so it makes sense to start off by stating the area in which we are strongest; and second because in marketing, perception is reality. Positioning is a concept which starts with customers, by putting ourselves in their place: faced with a plethora of brands, are consumers able to identify the strong point of each, the factor that distinguishes it from the rest? This is why, ideally, a customer should be capable of paraphrasing a brands positioning: ‘Only Brand X will do this for me, because it has, or it is †¦ No instrument is entirely neutral. The above formula was created by companies such as Kraft-General Foods, Procter Gamble, and Unilever. It is designed for businesses that base competitive advantage on their products, and works perfectly for the lOrà ©al Group which, with its 2,500 researchers worldwide, only ever launches new products if they are of demonstrably superior performance. This fact is then promoted through advertising. There are cases where the brand makes no promise, or where the benefit it brings could sound trivial. For example, how would you define the positioning of a perfume such as Obsession by Calvin Klein in a way that clearly represented its true nature and originality? It would be wrong to claim that Obsession makes any specific promise to its customers, or that they will obtain any particular benefit from the product apart from feeling good (a property which is common to all perfumes). In reality, Obsessions attractiveness stems from its imagery, the imaginary world of subversive androgyny which it embodies. In the same way, Mugler appeals to young people through its inherently neofuturistic world, and Chanel stands for timeless elegance. What actually sells these perfumes is the satisfaction derived from participating in the symbolic world of the brand. The same is true of alcohol and spirits: Jack Daniels is selling a symbolic participation in an eternal, authentic untamed America. To say that Jack Daniels is selling the satisfaction of being the finest choice would be a mere commonplace, like the tired old clichà © that customers are satisfied at having made a choice that set them apart from the masses (a classic benefit stated by small brands attempting to emphasise their advantage over large ones). Faced with this conceptual dilemma, there are three possible approaches. The first of these is to define positioning as the sum of every point that differentiates the brand. This has been Unilevers approach: the 60page mini-opus known as the Brand Key, which explains how to define a brand across the entire world, starts with the phrase: ‘Brand Key builds on and replaces the brand positioning statement †¦. There are eight headings to Brand Key: 1. The competitive environment. 2. The target. 3. The consumer insight on which the brand is based. 4. The benefits brought by the brand. 5. Brand values and personality. 6. The reasons to believe. 7. The discriminator (single most compelling reason to choose). 8. The brand essence. Fundamentally, therefore, this collection forms the positioning of a brand. However, the concept that most closely resembles positioning in the strict sense of the word is referred to here as the ‘discriminator. McDonalds also adopts a similar reasoning (see Figure 7.3). Larry Light defends the idea that positioning is defined when this chain of means-ends is completed (this is a parallel concept to the ‘ladder moving from the tangible to the intangible): My position is that two tools are needed to manage the brand. One defines the brands identity, while the other is competitive and specifies the competitive proposition made at any given time in any given market. This is the brands unique compelling competitive proposition (UCCP). Thus the tool called ‘brand platform will comprise, first, the ‘brand identity, that is to say, brand uniqueness and singularity throughout the world and whatever the product. Brand identity has six facets, and is therefore larger than the mere positioning. It is represented by the identity prism. At its centre one finds the brand essence, the central value it symbolises. Second, the brand platform comprises ‘brand positioning: choosing a market means choosing a specific angle to attack it. Brand positioning must be based on a customer insight relevant to this market. Brand positioning exploits one of the brand identity facets. Positioning can be summed up in four key questions: for whom, why, when and against whom? It can be represented in the form of a diamond, the ‘positioning diamond (see Figure 7.2, page 176). In positioning, the brand/product makes a proposition, plus (necessarily) a promise. The proposition may additionally be supported by a ‘reason to believe, but this is not essential. Marlboro presents its smoker as a man a real man, symbolised by the untamed cowboy of the Wild West. No support is offered for this proposition; no proof is necessary. It is true because the brand says so. And the more often it is repeated, the more credible it becomes. In this way the brands proposition, which forms the basis of the chosen positioning at a given moment in a particular market, may be fuelled by various ‘edges contained within the brands identity: a differentiating attribute (25 per cent moisturising cream in Dove, the smoothness and bite of Mars bars, the bubbles of Perrier); an objective benefit: an iMac is user friendly, Dell offers unbeatable value for money; a subjective benefit: you feel secure with IBM; an aspect of the brands personality: the mystery of the Bacardi bat, Jack Daniels is macho, Axe/Lynx is cool; Concepts of Brand Identity and Positioning Concepts of Brand Identity and Positioning A brand is not the name of a product. It is the vision that drives the creation of products and services under that name. That vision, the key belief of the brands and its core values is called identity. It drives vibrant brands able to create advocates, a real cult and loyalty. Modern competition calls for two essential tools of brand management: ‘brand identity, specifying the facets of brands uniqueness and value, and ‘brand positioning, the main difference creating preference in a specific market at a specific time for its products. For existing brands, identity is the source of brand positioning. Brand positioning specifies the angle used by the products of that brand to attack a market in order to grow their market share at the expense of competition. Defining what a brand is made of helps answer many questions that are asked every day, such as: Can the brand sponsor such and such event or sport? Does the advertising campaign suit the brand? Is the opportunity for launching a new product inside the brands boundaries or outside? How can the brand change its communication style, yet remain true to itself? How can decision making in communications be decentralised regionally or internationally, without jeopardising brand congruence? All such decisions pose the problem of brand identity and definition which are essential prerequisites for efficient brand management. Brand identity: a necessary concept Like the ideas of brand vision and purpose, the concept of brand identity is recent. It started in Europe (Kapferer, 1986).The perception of its paramount importance has slowly gained worldwide recognition; in the most widely read American book on brand equity (Aaker, 1991), the word ‘identity is in fact totally absent, as is the concept. Today, most advanced marketing companies have specified the identity of their brand through proprietary models such as ‘brand key (Unilever), ‘footprint (Johnson Johnson), ‘bulls eyes and ‘brand stewardship, which organise in a specific form a list of concepts related to brand identity. However, they are rather checklists. Is identity a sheer linguistic novelty, or is it essential to understanding what brands are? What is identity? To appreciate the meaning of this significant concept in brand management, we shall begin by considering the many ways in which the word is used today. For example, we speak of ‘identity cards a personal, non-transferable document that tells in a few words who we are, what our name is and what distinguishable features we have that can be instantly recognised. We also hear of ‘identity of opinion between several people, meaning that they have an identical point of view. In terms of communication, this second interpretation of the word suggests brand identity is the common element sending a single message amid the wide variety of its products, actions and communications. This is important since the more the brand expands and diversifies, the more customers are inclined to feel that they are, in fact, dealing with several different brands rather than a single one. If products and communication go their separate ways, how can customers possibly perceive these different routes as converging towards a common vision and brand? Speaking of identical points of view also raises the question of permanence and continuity. As civil status and physical appearance change, identity cards get updated, yet the fingerprint of their holders always remains the same. The identity concept questions how time will affect the unique and permanent quality of the sender, the brand or the retailer. In this respect, psychologists speak of the ‘identity crisis which adolescents often go through. When their identity structure is still weak, teenagers tend to move from one role model to another. These constant shifts create a gap and force the basic question: ‘What is the real me? Finally, in studies on social groups or minorities, we often speak of ‘cultural identity. In seeking an identity, they are in fact seeking a pivotal basis on which to hinge not only their inherent difference but also their membership of a specific cultural entity. Brand identity may be a recent notion, but many researchers have already delved into the organisational identity of companies (Schwebig, 1988; Moingeon and Soenen, 2003). There, the simplest verbal expression of identity often consists in saying: ‘Oh, yes, I see, but its not the same in our company! In other words, corporate identity is what helps an organisation, or a part of it, feel that it truly exists and that it is a coherent and unique being, with a history and a place of its own, different from others. From these various meanings, we can infer that having an identity means being your true self, driven by a personal goal that is both different from others and resistant to change. Thus, brand identity will be clearly defined once the following questions are answered: What is the brands particular vision and aim? What makes it different? What need is the brand fulfilling? What is its permanent nature? What are its value or values? What is its field of competence? Of legitimacy? What are the signs which make the brand recognisable? These questions could indeed constitute the brands charter. This type of official document would help better brand management in the medium term, both in terms of form and content, and so better address future communication and extension issues. Communication tools such as the copy strategy are essentially linked to advertising campaigns, and so are only committed to the short term. There must be specific guidelines to ensure that there is indeed only one brand forming a solid and coherent entity. Brand identity and graphic identity charters Many readers will make the point that their firms already make use of graphic identity ‘bibles, either for corporate or specific brand purposes. We do indeed find many graphic identity charters, books of standards and visual identity guides. Urged on by graphic identity agencies, companies have rightly sought to harmonise the messages conveyed by their brands. Such charters therefore define the norms for visual recognition of the brand, ie the brands colours, graphic design and type of print. Although this may be a necessary first step, it isnt the be all and end all. Moreover, it puts the cart before the horse. What really matters is the key message that we want to communicate. Formal aspects, outward appearance and overall looks result from the brands core substance and intrinsic identity. Choosing symbols requires a clear definition of what the brand means. However, while graphic manuals are quite easy to find nowadays, explicit definitions of brand identity per se are still very rare. Yet, the essential questions above (ie the nature of the identity to be conveyed) must be properly answered before we begin discussing and defining what the communication means and what the codes of outward recognition should be. The brands deepest values must be reflected in the external signs of recognition, and these must be apparent at first glance. The family resemblance between the various models of BMW conveys a strong identity, yet it is not the identity. This brands identity and essence can actually be defined by addressing the issue of its difference, its permanence, its value and its personal view on automobiles. Many firms have unnecessarily constrained their brand because they formulated a graphic charter before defining their identity. Not knowing who they really are, they merely perpetuate purely formal codes by, for example, using a certain photographic style that may not be the most suitable. Thus Nina Riccis identity did not necessarily relate to the companys systematic adherence to English photographer David Hamiltons style. Knowing brand identity paradoxically gives extra freedom of expression, since it emphasises the pre-eminence of substance over strictly formal features. Brand identity defines what must stay and what is free to change. Brands are living systems. They must have degrees of freedom to match modern market diversity. Identity: a contemporary concept That a new concept identity has emerged in the field of management, already well versed in brand image and positioning, is really no great surprise. Todays problems are more complex than those of 10 or 20 years ago and so there is now a need for more refined concepts that allow a closer connection with reality. First of all, we cannot overemphasise the fact that we are currently living in a society saturated in communications. Everybody wants to communicate these days. If needed, proof is available: there have been huge increases in advertising budgets, not only in the major media but also in the growing number of professional magazines. It has become very difficult to survive in the hurly-burly thus created, let alone to thrive and successfully convey ones identity. For communication means two things: sending out messages and making sure that they are received. Communicating nowadays is no longer just a technique, it is a feat in itself. The second factor explaining the urgent need to understand brand identity is the pressure constantly put on brands. We have now entered an age of marketing similarities. When a brand innovates, it creates a new standard. The other brands must then catch up if they want to stay in the race, hence the increasing number of ‘me-too products with similar attributes, not to mention the copies produced by distributors. Regulations also cause similarities to spread. Bank operations, for example, have become so much alike that banks are now unable to fully express their individuality and identity. Market research also generates herdism within a given sector. As all companies base themselves on the same life-style studies, the conclusions they reach are bound to be similar as are the products and advertising campaigns they launch, in which sometimes even the same words are used. Finally, technology is responsible for growing similarity. Why do cars increasingly look alike, in spite of their different makes? Because car makers are all equally concerned about fluidity, inner car space constraints, motorisation and economy, and these problems cannot be solved in all that many different ways. Moreover, when the models of four car brands (Audi, Volkswagen, Seat and Skoda) share many identical parts (eg chassis, engine, gearbox), for either productivity or competitiveness purposes, it is mainly brand identity, along with, to a lesser extent, whats left of each car, which will distinguish the makes from one another. Diversification calls for knowing the brands identity. Brands launch new products, penetrate new markets and reach new targets. This may cause both fragmented communications and patchwork images. Though we are still able to discern bits and pieces of the brand here and there, we are certainly unable to perceive its global and coherent identity. Why speak of identity rather than image? What does the notion of identity have to offer that the image of a brand or a company or a retailer doesnt have? After all, firms spend large amounts of money measuring image. Brand image is on the receivers side. Image research focuses on the way in which certain groups perceive a product, a brand, a politician, a company or a country. The image refers to the way in which these groups decode all of the signals emanating from the products, services and communication covered by the brand. Identity is on the senders side. The purpose, in this case, is to specify the brands meaning, aim and self-image. Image is both the result and interpretation thereof. In terms of brand management, identity precedes image. Before projecting an image to the public, we must know exactly what we want to project. Before it is received, we must know what to send and how to send it. As shown in Figure 7.1, an image is a synthesis made by the public of all the various brand messages, eg brand name, visual symbols, products, advertisements, sponsoring, patronage, articles. An image results from decoding a message, extracting meaning, interpreting signs. Where do all these signs come from? There are two possible sources: brand identity of course, but also extraneous factors (‘noise) that speak in the brands name and thus produce meaning, however disconnected they may actually be from it. What are these extraneous factors? First, there are companies that choose to imitate competitors, as they have no clear idea of what their own brand identity is. They focus on their competitors and imitate their marketing communication. Second, there are companies that are obsessed with the willingness to build an appealing image that will be favourably perceived by all. So they focus on meeting every one of the publics expectations. That is how the brand gets caught in the game of always having to please the consumer and ends up surfing on the changing waves of social and cultural fads. Yesterday, brands were into glamour, today, they are into ‘cocooning; so whats next? The brand can appear opportunistic and popularity seeking, and thus devoid of any meaningful substance. It becomes a mere faà §ade, a meaningless cosmetic camouflage. The third source of ‘noise is that of fantasised identity: the brand as one would ideally like to see it, but not as it actually is. As a result, we notice, albeit too late, that the advertisements do not help people remember the brand because they are either too remotely connected to it or so radically disconnected from it that they cause perplexity or rejection. Since brand identity has now been recognised as the prevailing concept, these three potential communication glitches can be prevented. The identity concept thus serves to emphasise the fact that, with time, brands do eventually gain their independence and their own meaning, even though they may start out as mere product names. As living memories of past products and advertisements, brands do not simply fade away: they define their own area of competence, potential and legitimacy. Yet they also know when to stay out of other areas. We cannot expect a brand to be anything other than itself. Obviously, brands should not curl up in a shell and cut themselves off from the public and from market evolutions. However, an obsession with image can lead them to capitalise too much on appearance and not enough on essence. Identity and positioning It is also common to distinguish brands according to their positioning. Positioning a brand means emphasising the distinctive characteristics that make it different from its competitors and appealing to the public. It results from an analytical process based on the four following questions: A brand for what benefit? This refers to the brand promise and consumer benefit aspect: Orangina has real orange pulp, The Body Shop is environment friendly, Twix gets rid of hunger, Volkswagen is reliable. A brand for whom? This refers to the target aspect. For a long time, Schweppes was the drink of the refined, Snapple the soft drink for adults, Tango or Yoohoo the drink for teenagers. Reason? This refers to the elements, factual or subjective, that support the claimed benefit. A brand against whom? In todays competitive context, this question defines the main competitor(s), ie those whose clientele we think we can partly capture. Tuborg and other expensive imported beers thus also compete against whisky, gin and vodka. Positioning is a crucial concept (Figure 7.2). It reminds us that all consumer choices are made on the basis of comparison. Thus, a product will only be considered if it is clearly part of a selection process. Hence the four questions that help position the new product or brand and make its contribution immediately obvious to the customer. Positioning is a two-stage process: First, indicate to what ‘competitive set the brand should be associated and compared. Second, indicate what the brands essential difference and raison dà ªtre is in comparison to the other products and brands of that set. Choosing the competitive set is essential. While this may be quite easy to do for a new toothpaste, it is not so for very original and unique products. The Gaines burger launched by the Gaines company, for instance, was a new dog food, a semi-dehydrated product presented as red ground meat in a round shape like a hamburger. Unlike normal canned pet foods, moreover, it did not need to be refrigerated, nor did it exude that normal open-can smell. Given these characteristics, the product could be positioned in several different ways, for example by: Attacking the canned pet food market by appealing to well-to-do dog owners. The gist of the message would then be ‘the can without the can, in other words, the benefits of meat without its inconveniences (smell, freshness constraints, etc). Attacking the dehydrated pet food segment (dried pellets) by offering a product that would help the owner not to feel guilty for not giving meat to the dog on the basis that it is just not practical. The fresh-ground, round look could justify this positioning. Targeting owners who feed leftovers to their dogs by presenting Gaines as a complete, nutritious supplement (and no longer as a main meal as in the two former strategies). Targeting all dog owners by presenting this product as a nutritious treat, a kind of doggy Mars bar. The choice between these alternative strategies was made by assessing each one against certain measurable criteria (Table 7.1). The firm ended up choosing the first positioning and launched this product as the ‘Gaines burger. What does the identity concept add to that of positioning? Why do we even need another concept? In the first place, because positioning focuses more on the product itself. What then does positioning mean in the case of a multiproduct brand? How can these four questions on positioning be answered if we are not focusing on one particular product category? We know how to position the various Scotchbrite scrubbing pads as well as the Scotch videotapes, but what does the positioning concept mean for the Scotch brand as a whole, not to mention the 3M corporate brand? This is precisely where the concept of brand identity comes in handy. Second, positioning does not reveal all the brands richness of meaning nor reflect all of its potential. The brand is restricted once reduced to four questions. Positioning does not help fully differentiate Coca-Cola from Pepsi-Cola. The four positioning questions thus fail to encapsulate such nuances. They do not allow us to fully explore the identity and singularity of the brand. Worse still, positioning allows communication to be entirely dictated by creative whims and current fads. Positioning does not say a word about communication style, form or spirit. This is a major deficiency since brands have the gift of speech: they state both the objective and subjective qualities of a given product. The speech they deliver in these days of multimedia supremacy is made of words, of course, but even more of pictures, sounds, colours, movement and style. Positioning controls the words only, leaving the rest up to the unpredictable outcome of creative hunches and pretests. Yet brand language should never result from creativity only. It expresses the brands personality and values. Creative hunches are only useful if they are consistent with the brands legitimate territory. Furthermore, though pretest evaluations are needed to verify that the brands message is well received, the public should not be allowed to dictate brand language: its style needs to be found within itself. Brand uniqueness often tends to get eroded by consumer expectations and thus starts regressing to a level at which it risks losing its identity. Table 7.1 How to evaluate and choose a brand positioning Are the products current looks and ingredients compatible with this positioning? How strong is the assumed consumer motivation behind this positioning? (what insight?) What size of market is involved by such a positioning? Is this positioning credible? Does it capitalise on a competitors actual or latent durable weakness? What financial means are required by such a positioning? Is this positioning specific and distinctive? Is this a sustainable positioning which cannot be imitated by competitors? Does this positioning leave any possibility for an alternative solution in case of failure? Does this positioning justify a price premium? Is there a growth potential under this positioning? A brands message is the outward expression of the brands inner substance. Thus we can no longer dissociate brand substance from brand style, ie from its verbal, visual and musical attributes. Brand identity provides the framework for overall brand coherence. It is a concept that serves to offset the limitations of positioning and to monitor the means of expression, the unity and durability of a brand. Why brands need identity and positioning A brands positioning is a key concept in its management. It is based on one fundamental principle: all choices are comparative. Remember that identity expresses the brands tangible and intangible characteristics everything that makes the brand what it is, and without which it would be something different. Identity draws upon the brands roots and heritage everything that gives it its unique authority and legitimacy within a realm of precise values and benefits. Positioning is competitive: when it comes to brands, customers make a choice, but with products, they make a comparison. This raises two questions. First, what do they compare it with? For this, we need to look at the field of competition: what area do we want to be considered as part of? Second, what are we offering the customer as a key decision-making factor? A brand that does not position itself leaves these two questions unanswered. It is a mistake to suppose that customers will find answers themselves: there are too many choices available today for customers to make the effort to work out what makes a particular brand specific. Communicating this information is the responsibility of the brand. Remember, products increase customer choice; brands simplify it. This is why a brand that does not want to stand for something stands for nothing. The aim of positioning is to identify, and take possession of, a strong purchasing rationale that gives us a real or perceived advantage. It implies a desire to take up a long-term position and defend it. Positioning is competition-oriented: it specifies the best way to attack competitors market share. It may change through time: one grows by expanding the field of competition. Identity is more stable and long-lasting, for it is tied to the brand roots and fixed parameters. Thus Cokes positioning was ‘the original as long as it competed against other colas. To grow the business, it now competes against all soft drinks: its positioning is ‘the most refreshing bond between people of the world, whereas its identity remains ‘the symbol of America, the essence of the American way of life. How is positioning achieved? The standard positioning formula is as follows: For †¦ (definition of target market) Brand X is †¦ (definition of frame of reference and subjective category) Which gives the most †¦ (promise or consumer benefit) Because of †¦ (reason to believe). Let us look at these points in detail. The target specifies the nature and psycho-logical or sociological profile of the individuals to be influenced, that is, buyers or potential consumers. The frame of reference is the subjective definition of the category, which will specify the nature of the competition. What other brands or products effectively serve the same purpose? This is a strategic decision: it marks out the ‘field of battle. It must not under any circumstances be confused with the objective description of the product or category. For example, there is no real rum market in the UK, yet Bacardi is very popular. This is because it is perfectly possible to drink Bacardi without realising that it is a rum: it is the party mixer par excellence. Another example illustrates the strategic importance of defining the frame of reference. Objectively speaking, Perrier is fizzy mineral water. Subjectively, however, it is also a drink for adults. Seen in the light of this field of reference, it acquires its strongest competitive advantage: a slight natural quirkiness. As we can see, the choice of the field of competition should be informed by the strategic value of that field: how big, how fast growing, how profitable? But it also lends the brand a competitive advantage through its identity and potential. Perceived as water for the table, Perrier has no significant competitive advantage over other fizzy mineral waters, even though this market is a very large one. However, when viewed in relation to a field of competition defined as ‘drinks for adults, Perrier becomes competitive again: it has strong differentiating advantages. What are its competitors? They include alcoholic drinks, Diet Coke, Schweppes and tomato juice. The third point specifies the aspect of difference which creates the preference and the choice of a decisive competitive advantage: it may be expressed in terms of a promise (for instance, Volvo is the strongest of all cars) or a benefit (such as, Volvo is the ‘safety brand). The fourth point reinforces the promise or benefit, and is known as the ‘reason to believe. For example, in the case of the Dove brand, which promises to be the most moisturising, the reason is that all of its products contain 25 per cent of moisturising cream. Positioning is a necessary concept, first because all choices are comparative, and so it makes sense to start off by stating the area in which we are strongest; and second because in marketing, perception is reality. Positioning is a concept which starts with customers, by putting ourselves in their place: faced with a plethora of brands, are consumers able to identify the strong point of each, the factor that distinguishes it from the rest? This is why, ideally, a customer should be capable of paraphrasing a brands positioning: ‘Only Brand X will do this for me, because it has, or it is †¦ No instrument is entirely neutral. The above formula was created by companies such as Kraft-General Foods, Procter Gamble, and Unilever. It is designed for businesses that base competitive advantage on their products, and works perfectly for the lOrà ©al Group which, with its 2,500 researchers worldwide, only ever launches new products if they are of demonstrably superior performance. This fact is then promoted through advertising. There are cases where the brand makes no promise, or where the benefit it brings could sound trivial. For example, how would you define the positioning of a perfume such as Obsession by Calvin Klein in a way that clearly represented its true nature and originality? It would be wrong to claim that Obsession makes any specific promise to its customers, or that they will obtain any particular benefit from the product apart from feeling good (a property which is common to all perfumes). In reality, Obsessions attractiveness stems from its imagery, the imaginary world of subversive androgyny which it embodies. In the same way, Mugler appeals to young people through its inherently neofuturistic world, and Chanel stands for timeless elegance. What actually sells these perfumes is the satisfaction derived from participating in the symbolic world of the brand. The same is true of alcohol and spirits: Jack Daniels is selling a symbolic participation in an eternal, authentic untamed America. To say that Jack Daniels is selling the satisfaction of being the finest choice would be a mere commonplace, like the tired old clichà © that customers are satisfied at having made a choice that set them apart from the masses (a classic benefit stated by small brands attempting to emphasise their advantage over large ones). Faced with this conceptual dilemma, there are three possible approaches. The first of these is to define positioning as the sum of every point that differentiates the brand. This has been Unilevers approach: the 60page mini-opus known as the Brand Key, which explains how to define a brand across the entire world, starts with the phrase: ‘Brand Key builds on and replaces the brand positioning statement †¦. There are eight headings to Brand Key: 1. The competitive environment. 2. The target. 3. The consumer insight on which the brand is based. 4. The benefits brought by the brand. 5. Brand values and personality. 6. The reasons to believe. 7. The discriminator (single most compelling reason to choose). 8. The brand essence. Fundamentally, therefore, this collection forms the positioning of a brand. However, the concept that most closely resembles positioning in the strict sense of the word is referred to here as the ‘discriminator. McDonalds also adopts a similar reasoning (see Figure 7.3). Larry Light defends the idea that positioning is defined when this chain of means-ends is completed (this is a parallel concept to the ‘ladder moving from the tangible to the intangible): My position is that two tools are needed to manage the brand. One defines the brands identity, while the other is competitive and specifies the competitive proposition made at any given time in any given market. This is the brands unique compelling competitive proposition (UCCP). Thus the tool called ‘brand platform will comprise, first, the ‘brand identity, that is to say, brand uniqueness and singularity throughout the world and whatever the product. Brand identity has six facets, and is therefore larger than the mere positioning. It is represented by the identity prism. At its centre one finds the brand essence, the central value it symbolises. Second, the brand platform comprises ‘brand positioning: choosing a market means choosing a specific angle to attack it. Brand positioning must be based on a customer insight relevant to this market. Brand positioning exploits one of the brand identity facets. Positioning can be summed up in four key questions: for whom, why, when and against whom? It can be represented in the form of a diamond, the ‘positioning diamond (see Figure 7.2, page 176). In positioning, the brand/product makes a proposition, plus (necessarily) a promise. The proposition may additionally be supported by a ‘reason to believe, but this is not essential. Marlboro presents its smoker as a man a real man, symbolised by the untamed cowboy of the Wild West. No support is offered for this proposition; no proof is necessary. It is true because the brand says so. And the more often it is repeated, the more credible it becomes. In this way the brands proposition, which forms the basis of the chosen positioning at a given moment in a particular market, may be fuelled by various ‘edges contained within the brands identity: a differentiating attribute (25 per cent moisturising cream in Dove, the smoothness and bite of Mars bars, the bubbles of Perrier); an objective benefit: an iMac is user friendly, Dell offers unbeatable value for money; a subjective benefit: you feel secure with IBM; an aspect of the brands personality: the mystery of the Bacardi bat, Jack Daniels is macho, Axe/Lynx is cool;