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;

Theme of Epiphany in James Joyces Ulysses Essay -- Joyce Ulysses Essa

The Theme of Epiphany in Ulysses  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      James Joyce's Ulysses is a novel of epic proportions that has been proclaimed the greatest piece of literature of the twentieth century. Ulysses takes place in Dublin, Ireland on June 16, 1904. The book is full of parallels, metaphors, and experimental literary techniques. However, a dominant theme is that of epiphany. Not necessarily religious in meaning, the Joycean idea of epiphany is a sudden discovery of the essential nature or meaning of something. In Ulysses, Joyce describes the pursuits of two main protagonists, Leopold Bloom and Stephen Dedalus, both individuals yearning for something more. As the day progresses the two characters unknowingly cross paths until, as a result of their day, they finally meet. In doing so, they find in each other humanistic ideals, in the form of individual epiphanies, that are needed to complete their yearnings. Joyce uses these epiphanies to represent his theme of the ability of a single day to act as a microcosm of the many facets of human society. Stephen Dedalus is first introduced in a tower in Sandycove that he is renting and sharing with "friend" Buck Mulligan. While going about their morning routines it becomes evident that Stephen is upset, with Mulligan and the situation, and after a conversation filled with mockery and annoyance, Stephen vows not to return to the tower that night. Stephen, now homeless, takes to the street hoping to find solace in the city. Stephen is recently back in Dublin from a self-exile in Paris. He has completed his bachelor degree and is very educated, especially in language and the humanities. However, as he has grown in learning and experience, he is still lacking essential characteristics ... ...shows not just Stephen has grown that day. By showing in full the transpiring of one single day and the effect it has on two distinct yet dynamic character, James Joyce has made Ulysses a book about the success of humanity. It is hard to believe that a novel that has had such a battle with censors due to its "obscenity" can portray society in a moral, positive manner. But in the less than 24 hours of action, almost 800 pages of language, can be found many things. One is the struggle of the family, shown through Stephen (son), Bloom (father), and Molly (mother). More importantly is the power of one day, with its events and epiphanies, and the fact that that day could be any day or every day. Bibliography Joyce, James. Ulysses. Modern Library Edition, 1934. Tindall, William York. A Reader's Guide to James Joyce. Syracuse University Press Edition, 1959

Beyonce Giselle Knowles

Who is this fierce hip hop diva that rocks the stage with her amazing danging and singing skills? Who is this singer? She is not only a singer, but she is also a song writer, record producer, actress, and model who was born and raised in Houston, Texas. Who is she? Beyonce Giselle Knowles. Beyonce is one of the best and most successful singer and actress in Hollywood. If noticed she is not one of these famous people that attract a lot of drama. The main reason this is that she was raised with a good, strong family. She was lucky in the sense of that her family were wealthy. It came pretty easy for Beyonce to start the pop group Destiny's Child, but it is how she was raised that has ultimately contributed to her success and in her ability to make smart decisions that has led her to excel as a performing artist. Her mother thought of her to be a shy girl. She overcame her shyness and wanted to become a singer and performer once she had a moment on stage. Beyonce started out in a vocalist pop group called Destiny's Child. It was a group formed in 1990. The original members were Beyonce Knowles and LaTavia Roberson. They were just nine years old when the two met at an audition and became friends. Beyonce's father Matthew Knowles, set about developing an act based on the girls' singing and rapping under the name GirlTyme. Kelly Rowland joined the group on 1992 then LeToya Lucket joined in 1993. They spent the next couple of years working their way up to the Houston Club scene. They eventually performed opening acts for famous R&B artists like SWV, Dru Hill, and Immature. Later, in 1997 Destiny's Child was offered a recording contract by Columbia Records. After the fifth Grammy nomination at the 2001 award show LeToya and LaTavia left the group because of management struggles. However, shortly afterwards, Michelle Williams joined the group and they took two awards at the Grammy's as the Best R&B Sing and Best R&B Performance by a Duo or Group. After all this success, the three talented performers decided to try their hands at solo careers before investing their time in another Destiny's Child album. Beyonce, who was the lead singer of the group, captured the spotlight with her sex appeal and strong vocals. In fact, before her first album was organized, she had a hit in 2003 with Jay-Z called â€Å"Bonnie and Clyde,† and was in a movie with Mike Myers in Austin Powers in Goldmember. This shows that she is able to make her own decisions. She was already getting famous for acting as well as singling on her own. This just prepared the fans for what was to come with her hit single, Dangerously In Love, that came out June 2003. [2] Beyonce becoming single opened amy doors for her. Today she is the third most honored woman in Grammy history with a total of 145 awards and 200 nominations. She was nominated and won the Black Reel Awards in 2003, 2004 2007 and 2008 as Best Breakthrough Performance, Best Original or Adapted Song and Best Actress. She got nominated on the MTV Movie Awards of 2003 for Austin Powers in Gold Member for the Best Breakthrough Performance and again in 2006 for The Pink Panther for the Sexiest Performance. In 2007, she was nominated for the movie Dreamgirls for Best Performance and in 2010 she received a nomination for the movie Obsessed for the Best Fight. Beyonce spend most of her time on her career instead of fooling around. She really wanted to accomplish her goal of being a famous singer, and she did. [3] Beyonce is fun and fearless performer in addition to being a multiple Grammy award winner with winning five Grammy's in one year. As such an important celebrity people would expect her to show extreme behaviors like other celebrities. For example doing drugs, going out every night partying, drama, and problems. She keeps everything thing on the down low with her personal life. However, in her private life she shows that she is always in control. People will never see Beyonce go crazy. Why? What makes her so different from other celebrities? Beyonce was asked in Webceleb Magazine â€Å"What keeps you balanced? † She responded, â€Å"My balance comes from my family. I have reality around me, and they tell me when I need to calm down, take it down a couple notches. Then they tell me when I do something good. I think what celebrities lose is that they lose touch with reality. † What she means about this quote is that she is surrounded by level headed people all the time. They take care of her and make sure she does not do anything out of control. [4] Beyonce Giselle Knowles a smart independent woman making right decisions by the help of her family.

A Personal Strength Essay

Being able to recognize our own strengths and weaknesses can help us become better individuals in anything we choose to do, whether it is our positive abilities and skills that can help achieve our goals or negative personal areas that need improvement. Knowing yourself and what you can do, can help you recognize and overcome your weaknesses. My greatest strength is my ability to be a well-organized individual. I tend to write down what I have to do on paper and prioritize what is most important to least important. Doing so helps me organize and accomplish my work and meet deadlines that are important. In this process, I am also able to foresee potential mistakes and clarify them upfront. This approach has not only helped me meet deadlines but has also provided me with the confidence that all loose ends are tied off. One personal strength I have is, I am a very positive amicable person. I try to focus on the bright side of things in all situations, I like giving people compliments an d encouraging them to do well. I love meeting new people every day, and getting involved with new people. Whether it be work or school related. I enjoy speaking, listening, and giving input to my peers and family members. I want them to be aware that they can count on me to participate as a team member in anything we do together. Good people skills are very important in a group setting because of the interaction you must have with one another to communicate effectively. I love socializing and making new friends. Also I am a great leader, I love stepping up and setting an example. Being social and positive has contributed to my leadership ability, making it a great combination for someone in a leadership role. Having leadership qualities is a great thing to have and can really change Society for the better. It can make people want to follow the example you set, just as long as that example is a positive good one!

“From Rosie to Lucy” by James West Davidson Essay Essays

â€Å"From Rosie to Lucy† by James West Davidson Essay Essays â€Å"From Rosie to Lucy† by James West Davidson Essay Paper â€Å"From Rosie to Lucy† by James West Davidson Essay Paper The chapter. From Rosie to Lucy. by James West Davidson and Mark Hamilton Lytle. is about how the feminine mystique changed drastically from the epoch of WWII to the epoch of the babe roar. The displacement was attributed to men’s influence on the adult females through manner tendencies. magazines. and Television shows. The chief intent of the chapter is to demo that the propaganda through Television and society affected persons. and more specifically the feminine mystique. In the first subdivision of the chapter the writers talk about how during World War II adult females made great paces toward going peers with work forces. They did this by traveling to work in mills. Womans in the work topographic point were non uncommon before the WWII epoch. but the existent adult females working in the mills changed. Before the WWII epoch bulk of the adult females working in the mills were immature. individual adult females. but so that shifted to older. married a dult females. Of the 6. 5 million adult females in the work force more than half of them were the older. married adult females during this clip period. And they were influenced to work in the mills non merely because of society force per unit areas. but because of the propaganda postings and ads about â€Å"Rosie the Riveter† who was a strong adult female who worked in the mills and other occupations. This gave adult females more civil rights than earlier. However. when the war ended and all the combat males came back many of the adult females were pushed out of the mills and back to their place lives. This besides meant that many of the rights and governments that they had gained were expunged. The female mystique changed from working hard in the mill to back up the work forces overseas to working hard in the place to back up the work forces at work. The following subdivision of the chapter is about these force per unit areas that influenced the adult females to travel into the work force. every bit good as to go forth the work force. The adult females started to lose their topographic point and started to desire to go more place mas because the propaganda like Television shows and magazines. which were made largely by work forces. pushed the adult females to it. The new feminine mystique said that adult females must remain at place and foster their kids or else the kid will turn out bad. The old feminine mystique. before the wars end was a adult female would hold â€Å"strength in her custodies. pride in her passenger car and aristocracy in the lift of her mentum. † This alteration was caused because the old Rosie figure changed.

buy custom U.S. Embassy Cables essay

buy custom U.S. Embassy Cables essay In my research I explore U.S. embassy cables related to a crisis in the relations between the United States and Armenia over arms transfers to Iran. The cables were published by WikiLeaks in December 2008. The main the reason why I chose this topic is because I am interested in any development concerning Armenia, my homeland. This leak is also interesting from the viewpoint of the both the sad outcome of the arms transfer and the language of threats the United States makes to force other countries to play by its rules. Wiki Leaks Research Project According to the United States Government, some weapons recovered from two Shia militant attacks on U.S. soldiers in Iraq in 2007 had been transferred from Armenia to Iran. A United States soldier was killed and six others were injured in that attack. The United States Government had concluded that those weapons were connected with Armenias facilitation of Iran's purchase of rockets and machine guns in 2003. The leaked cable includes a letter from John Negroponte, United States Deputy Secretary to Serzh Sargsyan and President of the Republic of Armenia. In the letter Negroponte expresses the concern of the United States Government over the alleged arms transfer and the possibility of imposing sanctions against Armenia if the latter fails to ensure prevention of future arms transfers to Iran. Interestingly, the United States Government had attached a long list of measures intended for preventing arms transfers to Iran. Armenian President Serzh Sargsyan is reported to have denied any involvement in the arms transfer to its southern neighbor. After the Wiki Leaks published the cables, Serzh Sargsyan announced that Armenia had never sold arms to Iran. In an interview to Russian Echo Moskvy Radio station, Sargsyan said that Armenia would not do it since there was an Armenian military detachment serving in Iraq. However, aided by its highly acclaimed intelligence, The United States had managed to track all the dealings of Armenia in the saga such that it had almost all the relevant documentation. They had managed to successfully identify where the RPG rockets were manufactured (Bulgaria) by Vazovski Mashinostroitelni Zavodi. Arsenal, also a Bulgarian arms factory, had manufactured the machine guns. The American intelligence had also concluded that the arms were taken to Iran soon after being transported to Armenia. This was facilitated by two arms companies from the two countries and it was also revealed that Zao Veber, the Armenian company in the deal, is owned by the Armenian government. Additionally, evidence showed that the Mahmoud Ahmadinejad government had paid for the arms. However, the payment was never trailed (Spiegel). Serzh Sargsyan, it was claimed, played a major role in facilitating the purchase of the weapons. Bulgaria had expressed its reluctance in selling the arms but he assured them that the weapons wont find a way out of Armenia in a self written letter. These softened the Bulgarians stance and hence were coerced in to the deal (Spiegel). The then U.S. Secretary of State, Condoleezza Rice, complained to the Armenian government about its action. She claimed that Iran, and its government, was promoting terrorist activities in The Middle East. Therefore, The United States threatened Armenia with sanctions if they engaged in such a deal with Iran again (Spiegel). Despite all these warnings, Serzh Sargsyan still remained adamant, maintaining innocence all along. Hence, The United States presented him with all the compelling evidence they had gathered. This time round, he had been cornered and he duly accepted responsibility for the whole saga. The United States then demanded that Armenia legislate some tougher export controls to prevent such deals from being done again (Spiegel). A meeting between Serzh Sargsyan and The US diplomats happened in early 2009. The Armenian government, clearly rattled by the whole saga, and fearing further diplomatic breakdown, was willing to address the fears raised by the Americans. On their part, The American administration wanted an amicable solution found. It promised to not impose, and waive, sanctions to Armenia if it was assured that they (Armenians) will continue to cooperate (Sanamyan, 2010). The Armenian president, Mr. Sargsyan, distanced himself, and his country, in any future arms dealings with Iran. He accepted to work on the requests and demands of The United States. The acceptance of responsibility in the sale, the willingness to cooperate and the promise to never engage in shady arms deal with Iran all seemed to have pleased America. They again started to warm up on Armenia, and Sargsyan (Sanamyan, 2010). Sargsyan, in his effort to improve the countries relation even further, pointed out the undeniable long standing cooperation between Armenia and The United States of America since the formers inception in 1991. This cooperation touched on matters such as security and non proliferation. Indeed, the then US president, George Bush, wrote a letter to thank Armenia, and its president, for their role in helping US troops in the fight against terrorism in Iraq. For three years, Armenian servicemen had been deployed in Iraq near the border with Iran as part of the US led coalition (Sanamyan, 2010). After such positive exchanges between the two governments, the seemingly irreparable relation was on the mend. The two governments were back to working together. As a result, the United States never introduced any sanctions it had threatened confirming the amicability of the resolution of the whole saga (Sanamyan, 2010). So far, weve looked in detail at the whole storm. But what are the implications of this saga on the ensuing relations between the two countries? Will the United States start to treat Armenia with suspicion? To find a clue, I will delve in to the relations between the two countries before, during and after the conflict calmed down. Armenia and The US became trade partners back in 1992, a year after Armenias inception. Since then, an estimated 70 US firms are in operation in Armenia, especially the computer-related ones such as Dell, IBM and operating systems giant Microsoft. Other US investments in Armenia are in the hotel business, home based products manufacturing like carpets and furniture and construction. Additionally, some US firms have their subsidiaries in Armenia. These include IT firms like Viasphere Technopark and Coca Cola. Other investments are in the beauty industry, textiles and mining (US Department of state). The United States claimed to have played a major role in the transition of Armenia from non-democracy to democracy. On top of this, it has granted Armenia humanitarian assistance in excess of $2 billion. The US diplomats and their Armenian counterparts meet on a yearly basis to review the two countries development progress. The US has also supported peaceful co existence between Armenia and its surrounding countries and also put measures to boost its economy such that its growth potential is realized. Armenias health sector has also benefitted greatly from this assistance. The US government agencies like USAID, the MCC have been on the forefront of this humanitarian and economic assistance. Another key sector of the Armenian economy, agriculture, has benefitted greatly from this bilateral relation. Specifically, The US has helped improve the rural infrastructure, irrigation programmes, technical support to farmers and commercialization of the agricultural sector (US Department of Sta te). The democratic development of Armenia has also been on the agenda of The United States. It has put up programs to help the Armenian government be more accountable and also more democrratic. The programs include legal based practices such as educating the public, prosecutors and lawyers on legal matters, enhancing the Judiciary, promoting human rights practices. It has also helped in the fight against corruption. The people of Armenia have also been educated to demand for government accountability. They have been urged in taking a leading role by participating fully in the political and democratic process. The US States has also fought government interference in the media industry. Additionally, it has promoted measures to make the Police force and the judicial system more transparent (US Department of State). Analyzing the accounts above of the relations between the two countries, it appears that the row brought about by WikiLeaks was not, and has not been, treated as such a big deal. Indeed the failure of The US to press on with the sanctions it had threatened supports this stance. This brings us to another dilemma. What are the consequences of these WikiLeaks reports to the affected nations? Do people find such revelations that serious? Should such extremely secret information be revealed to the public? Ill try to look these questions, with the case of Armenias sale of weapons to Iran my reference point. It is universally accepted that governments, and even people, keep some secrets for the good of the country. This is especially true when it comes to military operations and other security-related information (Sifry). Failure to do so can expose the country to its enemies or cause unnecessary tension. This is exactly what happened in the Armenian case. Though it proved inconsequential in the end, it was feared that there may be a total breakdown of communication between the two countries. In the stern letter released, economic sanctions were to be imposed to Armenia which would have had serious implications on its citizens. It would have been better if the matter had been left, and dealt with, secretly without causing a public outcry. With the advent of the internet, and especially WikiLeaks, information, however graphic and/or secret, now flows freely in to the public domain. This is because in any institution theres always someone willing to share the information in total disregard of its far reaching implications (Sifry). Such cases also bring mistrust among the employees of the affected institution. In this case, its claimed that a former soldier was responsible for the leak. The public was not overly concerned about the outcome of the whole saga. Rather, many wondered how such letters would be released to the public. Indeed, the initial reaction of the two governments was to deny the cables. Trust issues were raised at the time and even there were death threats. This leak, I suppose, may have played a major role in the end of the conflict since The US could not claim a high moral ground when it had in its midst citizens giving out vital information. Julian Assange, the founder of WikiLeaks, has received a lot of criticism, especially from The US. Their Secretary of State, Hillary Clinton, claimed that through his website, he was in effect sabotaging international relations (Sifry). This cannot be further from the truth when you take the Armenian-US relations in to account after the leak. She would have preferred that it was kept a secret rather than involving the public at large. The leaks have raised serious concerns in international relations, not just US-Armenia. Conclusion Although WikiLeaks has received a lot of criticism from authorities and governments, and sections of the public, some people have come to embrace it as a vital tool in getting news that they would never have known. Apart from the Armenia-US saga, the website has published such information implicating Pakistans close working with Taliban, Saudi Arabias plea to America to bomb Iran, North Korea backing military authoritarian rule in Myanmar. Buy custom U.S. Embassy Cables essay

Qué migrantes deben comprar seguro por Obamacare

Quà © migrantes deben comprar seguro por Obamacare Actualmente, si su empleador no le brinda seguro mà ©dico ni tampoco est protegido por programas como Medicaid o Medicare puede que està © obligado a comprarse un seguro mà ©dico en cumplimiento de la ley que se conoce como Obamacare y, si no lo hace, deber pagar una multa. Obamacare, que tambià ©n se conoce como ACA, por sus siglas en inglà ©s o incluso como PPACA, tiene normas complejas. Y este artà ­culo aspira a explicar claramente quià ©n est obligado a tener seguro mà ©dico con especial mencià ³n a las diversas situaciones migratorias e, incluso, tipos de visa. Tambià ©n cules son las excepciones a esta obligacià ³n, cul es el monto de la multa si no se cumple con la ley y quià ©nes pueden comprar seguro a travà ©s del mercado que que se conoce como Marketplace y, es su caso, obtener subsidios para el pago. En este artà ­culo se explica quià ©nes NO estn obligados a comprar un seguro mà ©dico. Y como todos los dems no incluidos, sà ­ estn obligados a adquirirlo, tambià ©n se explica quià ©n puede tener ayuda econà ³mica para comprarlo y cul es la multa por no tener seguro. Quià ©nes no estn obligados a tener seguro mà ©dico   La forma ms sencilla de saber si se est obligado a tener seguro mà ©dico en Estados Unidos es determinar que no se est en uno de los grupos que pemiten no tenerlo. Y no estn requeridos por ley los siguientes: Ciudadanos y residentes permanentes legales en una de las siguientes situaciones especiales No estn obligadas aquellas personas con ingresos tan bajos que no tienen que llenar las planillas de impuestos (tax returns)Tampoco aquellas que no pueden pagarlo porque el costo del premium del seguro ms barato supera en un ocho por ciento los ingresos del hogar.Tampoco se tiene obligacià ³n si el tiempo sin seguro no excede de tres meses en el conjunto de un aà ±o.  Ni los ciudadanos que residen habitualmente en el extranjero o pasan al menos 330 dà ­as de un total de 12 meses en otro paà ­s. Estos ciudadanos pueden comprar seguros privados de corta duracià ³n cuando se encuentran en Estados Unidos si asà ­ lo desean.Tampoco estn obligados las personas que se encuentran en prisià ³n ni aquellas a las que su religià ³n se lo prohibe.Asimismo,   tampoco aplica a los nativos americanos que pueden obtener cobertura mà ©dica a travà ©s Servicio Mà ©dico Indio o los religiosos cubiertos por Health Care Sharing Ministry.Tampoco estn obligadas las personas con pocos ingresos que podrà ­an ser elegibles para Medicaid segà ºn las reglas establecidas por Obamacare, pero que viven en un estado que ha elegido no extender este beneficio. Por à ºltimo, ciertas situaciones transitorias de dureza pueden servir para calificar para no tener que comprar un seguro mà ©dico, como por ejemplo: declaracià ³n de bancarrota, haber sufrido un desastre natural como huracn o tornado, ser và ­ctima de violencia domà ©stica, estar en una situacià ³n de desamparo y no tener vivienda o, incluso, la muerte de un miembro de la familia.   Todos los ciudadanos y residentes que no estn en ninguna de esas categorà ­as citadas anteriormente deben estar cubiertos por un seguro mà ©dico. Situacià ³n de migrantes indocumentados y Obamacare Segà ºn la ley, las personas sin estatus legal en los Estados Unidos -los migrantes indocumentados- no estn obligadas a comprar un seguro mà ©dico. Ni tampoco tienen que pagar una multa por no tenerlo. Es decir, no les aplica la ley para nada, ni para lo bueno ni para lo malo.    A la hora de aplicar para comprar seguro a travà ©s de Obamacare se verifica el estatus legal del solicitante, siendo necesarios al menos 2 I.D. para acreditar ciudadanà ­a de Estados Unidos o residencia permanente legal. El sistema SAVE es una base de datos federal contra la que se verifican todos los I.D. que se presenten. Especial mencià ³n hay que hacer a los muchachos que aplicaron por la medida que se conoce como Accià ³n Diferida (DACA) y obtuvieron la aprobacià ³n. Se les considera que no estn legalmente presentes en los Estados Unidos y, como consecuencia, no estn obligados a comprar un seguro mà ©dico. Tampoco pueden beneficiarse de ninguna ayuda si deciden comprarlo. Es importante resaltar que todos los indocumentados -con DACA o sin ella- pueden comprar su propio seguro mà ©dico privadamente. Tambià ©n tienen las puertas abiertas en algunas instituciones que atienden sin fin de lucro y en los Centros de Salud Comunitarios y en los Centros de Salud Federalmente Calificados. Tambià ©n hay programas limitados como WIC, para embarazadas, lactantes, bebà ©s e infantes. Adems, algunos estados como California o Nueva York, permiten que tengan acceso a travà ©s de sus sistemas estatales a protecciones limitadas  en asuntos de salud o incluso a travà ©s de programas que aplican en condados concretos. Adems, California est viendo cà ³mo los indocumentados podrà ­an llegar   a beneficiarse de Obamacare, pero por ahora no pueden. Los indocumentados y los muchachos con DACA deben tener mucho cuidado con fiscalistas inescrupulosos que aseguran que tienen que pagar una multa por no tener seguro mà ©dico y se quedan con ese dinero. Porque, como ya se dijo ms arriba, ni tienen obligacià ³n de comprar seguro ni tienen que pagar si no lo tienen. Turistas en Estados Unidos y Obamacare Los extranjeros que se encuentran en los Estados Unidos por turismo no estn obligados a tener seguro mà ©dico. Sin embargo, es altamente recomendable que adquieran uno antes de viajar por las cifras astronà ³micas que puede alcanzar una simple consulta mà ©dica o una hospitalizacià ³n para un procedimiento sencillo debido a una urgencia. Adems, llamar la atencià ³n sobre las posibles consecuencias negativas de tener un bebà © en Estados Unidos con estatus de turista si no se paga completamente la factura de la hospitalizacià ³n. Por à ºltimo, las personas extranjeras residentes en otros paà ­ses que desean recibir tratamiento sanitario en Estados Unidos deben pagar por el mismo o mostrar un seguro mà ©dico que cubra por los gastos. Recordar que el riesgo de convertirse en una carga pà ºblica es una de las muchas causas de negacià ³n y/o cancelacià ³n de la visa americana. Visas de estudiantes y de intercambio y seguro mà ©dico Para los efectos de Obamacare, los estudiantes y participantes en programas de intercambio no son consideradas residentes legales temporales. Lo siguiente afecta a los extranjeros presentes en Estados Unidos con visas F, M, J, Q y sus dependientes.   Los estudiantes (F, M, Q) estn exentos de tener seguro mà ©dico durante los primeros cinco aà ±os de su estadà ­a en Estados Unidos. A partir de esa fecha debern iniciar trmites para que los consideren no residentes y probar fuertes lazos con su paà ­s para evitar tener la obligacià ³n de comprar seguro mà ©dico. Los titulares de visas J de intercambio, tienen una exencià ³n durante los dos primeros aà ±os de su estancia.   Obviamente, el sentido comà ºn indica que lo prudente es tener un seguro mà ©dico. Se puede comprar privadamente y, adems en el caso de los estudiantes, en muchas ocasiones se puede adquirir a travà ©s de las propias universidades. En total se estima que un total de 24 millones de personas que residen habitualmente en los Estados Unidos no tienen la obligacià ³n de tener seguro mà ©dico. Casos especiales En primer lugar, las personas menores de 26 aà ±os pueden estar incluidas en el seguro mà ©dico de cualquiera de sus padres. En segundo lugar a las personas con visas H-1 para profesionales y modelos  y L-1 de transfer entre empresas  se  les considera a estos efectos como residentes temporales y deben tener cobertura mà ©dica. Si trabajan en un lugar con ms de 50 empleados lo obtendrn por ley a travà ©s de la empresa pero si es ms pequeà ±a depender de la polà ­tica de la empresa. Si à ©sta no lo da, pueden obtenerlo a travà ©s del marketplace o comprar uno directamente con una aseguradora para sà ­ y sus dependientes (H-4).  ¿Cà ³mo se hace para obtener un seguro mà ©dico en Estados Unidos? Si no se est en ninguna de las categorà ­as mencionadas anteriormente y que dan derecho a estar exentos de la obligacià ³n de tener un seguro mà ©dico entonces hay que conseguir uno. Lo cierto es que en Estados Unidos la gran mayorà ­a de personas con esta obligacià ³n - tres de cada cinco- lo obtienen a travà ©s de las empresas para las que trabajan.  Y otro 12 por ciento resuelve la situacià ³n a travà ©s de programas pà ºblicos como Medicaid, Medicare, CHIP, el Sistema de Veteranos, u otros como COBRA (desempleados que cumplen ciertos requisitos) o TRICARE (militares). Para el resto caben dos alternativas para cumplir con la ley. Primero, contratar un seguro privado por su cuenta o, segundo, acudir a lo que se conoce como el Health Insurance Marketplace.  ¿Quà © es el Marketplace para la compra de seguro mà ©dico? El Marketplace un mercado en internet donde se da la opcià ³n de comparar y comprar el seguro mà ©dico que ms se ajuste a las necesidades del comprador. Tambià ©n se conoce en inglà ©s con el nombre de exchanges. Los seguros varà ­an enormemente segà ºn lo que se paga, las coberturas que se acuerdan, la aseguradora, el estado en el que se reside, si se elige un PPO o un HMO, etc.  ¿Quià ©nes pueden comprar seguro mà ©dico en el marketplace? Todas las personas en una de las siguientes categorà ­as que no tienen seguro mà ©dico porque no se lo da la empresa, ni estn cubiertos por asistencias pà ºblicas como Medicare, CHIP o Medicaid ni han contratado uno directamente con una aseguradora. El seguro en el marketplace se puede comprar para sà ­ mismo y para las personas dependientes, como por ejemplo los hijos menores de 26 aà ±os. Ciudadanos o nacionales de los Estados Unidos. No importa el caminio por el cul se adquirià ³ la ciudadanà ­a.Todos los   extranjeros presentes en Estados Unidos que califiquen, esto es:   Residentes permanentes legales.Extranjeros en el proceso de ajuste de estatusAsilados y refugiados. Los primeros sà ³lo si ya tienen aprobado el permiso de trabajo (EAD) o son menores de 14 aà ±os y llevan de espera en su aplicacià ³n ms de 180 dà ­as.Cubanos y haitianos que ingresaron al paà ­s por reglas especà ­ficas que aplican sà ³lo a ellos. Y cualquier persona a la que se le haya concedido un parole en una frontera (puerto, aeropuerto o paso terrestre).Las personas a las que se le concedià ³ con anterioridad a 1980 un ingreso condicional.Las personas buscando legalizacià ³n en base a maltrato y sus cà ³nyuges, hijos, padres o madres.Las và ­ctimas de trfico humano, sus cà ³nyuges, hijos solteros menores de 21 aà ±os, padres, madres y hermanos.Los migrantes que gozan de un TPS.Los extranjeros con visas temporeras de trabajo, como por ejemplo las H-1B, las H-2A y las H-2B y otros comprendidos dentro de la clasificacià ³n de residentes legales temporales, como por e jemplo, los periodistas con visa I, los religiosos con una R, los prometidos (novios) de ciudadanos americanos con una K-1, los inversores (EB-5, E-2), oficiales de gobiernos extranjeros, los estudiantes, trabajadores de la OTAN, personas con visas de intercambio J-1 o trabajadores en situacià ³n de transfer dentro de sus empresas (L-1). Por regla general, tambià ©n se incluye a sus cà ³nyuges e hijos solteros menores de 21 aà ±os.   Los extranjeros a los que se les ha concedido una suspensià ³n de la deportacià ³n (withholding of deportation/removal) o una suspensià ³n administrativa de la expulsià ³n (staying removal)Los muchachos a los que se les ha concedido el Estatus de Inmigrante Especial Juvenil.Las personas favorecidas por una orden presidencial que pospone su salida obligatoria de los Estados Unidos, lo que se conoce como DED o Deferred Enforced Departure y que en la actualidad sà ³lo aplica a ciudadanos de Liberia.Los residentes de la Samoa AmericanaLos ciudadanos de Micronesia, las islas Marshall o PalauLos miembros de una tribu nativa reconocida federalmente  Los nativos americanos (first nations) nacidos en Canad y que viven en los Estados Unidos. En el caso de familias mixtas con miembros legales y otros indocumentados, se puede aplicar para las personas que tienen estatus. No se preguntar por las circunstancias migratorias del resto. Y, si califican, los miembros legales pueden beneficiarse de subsidios.  ¿Quià ©n tiene derecho a descuentos de seguro mà ©dico a travà ©s del Marketplace? Muchas de las personas autorizadas a comprar seguro mà ©dico a travà ©s de este sistema podrà ­an tener derecho a dos clases de subsidios: Fiscales (tax subsidies), para los que ingresan menos del 400 por ciento de lo que est establecido como là ­nea de la pobreza. Esto viene a ser aproximadamente $46,000 para las personas que viven ellas solas y ms para las familias.De pago (cost-sharing), para ayudar a pagar por copagos, deducibles, primas, etc y que beneficia a las personas que ingresan en un aà ±o menos del 250 por ciento de lo que est establecido como umbral o linea de la pobreza.  ¿Cundo se puede comprar en el Marketplace? Las pequeà ±as empresas tienen el marketplace abierto sin là ­mite de fechas para incorporar a trabajadores. Adems, si se ha cambiado recientemente de estatus migratorio se podrà ­a calificar para un tiempo especial para enrolarse.  ¿Cul es el castigo por no tener seguro mà ©dico cuando se tiene obligacià ³n de tenerlo? En el 2017  el importe a pagar en concepto de multa ser la cantidad ms grande de entre estas dos: $695 dà ³lares por persona, cantidad que se ajustar segà ºn la inflacià ³n,  con un tope mximo de tres por familia, si bien el importe a pagar por un nià ±o menor de 18 aà ±os es de $347.50.el 2.5 de los ingresos de la renta imponible.  ¿Cà ³mo cobra el gobierno esa multa? Automticamente en cuando se hace el clculo de lo que toca a pagar (o a regresar) al llenar las planillas de los impuestos federales. Para cobrar el multa en su totalidad el gobierno puede incluso no regresar lo que toque a devolver por varios aà ±os, hasta que la deuda se paga completamente. Para mayor informacià ³n sobre Obamacare Se puede marcar al telà ©fono gratuito 1-800-318-2596 o consultar la pgina oficial de Cuidado de Salud del gobierno de los Estados Unidos. Este es un artà ­culo informativo. No es asesorà ­a legal