Changing Policy on Medieval Heresy Essay -- essays research papers

Heresy, as defined by the medieval church, is 'an opinion chosen by human perception, found on the scriptures, contrary to the teachings of the church, publicly avowed and obstinately defended' (Moore ix). The word 'Heresy' originates from the Greek word, 'Hairesis', meaning 'choice' (George xi). During the Medieval time period, which stretched from the 700's to the 1400's, heresies became sought out as religious alternatives to the constraining Catholic Church (George 342, Roach 11). The common people began to become increasingly more educated (Roach 52). With this came the ability, the need, to question authority (Moore 3, Roach 59). Because of the Church's religious monopoly and the laity's demand for knowledge, heresy became a widespread practice across Europe during the Middle Ages, causing the Church to reconsider their methods of controlling the spread of heresy and devise new ways to appease the opposing heretical factions. The Roman Catholic Church, which had once been a unification of the churches of both the Byzantine Empire and the Western Empire, divided into the Eastern Orthodox Church and the Western Roman Catholic Church (Hamilton and Hamilton 4). The Eastern Orthodox Church, located in Constantinople, spoke out greatly against heresy: ?The Faith of the three hundreds and eighteen fathers assembled at Nicaea...shall not be set aside, but shall remain firm. And every heresy shall be anathematized? (Roach 10). The Church despised heresies and tried to abolish heresy using any method they could (Moore 8-10). Heresy?s spread through Europe was not appreciated by the Church, but it remained unquestioned by the larger part of the civilian population for a time because people began to make more choices in their lives... ...orced to reevaluate their means of suppressing the rising heresies and the heresies devised new ways to fit better into society (George xiv). Cited 1. George, Leonard. Crimes of Perception: an Encyclopedia of Heresies and Heretics. New York, Paragon House, 1995. 2. Hamilton, Janet and Bernard Hamilton. Christian Dualist Heresies in the Byzantine World c. 650-c. 1450. New York: Manchester University, 1998. 3. Lambert, Malcolm. Medieval Heresy: Popular Movements from Bogomil to Hus. New York: Homes & Meier, Inc, 1976. 4. Leff, Gordon. Heresy in the Later Middle Ages: The Relation of Heterodoxy to Dissent c. 1250-c. 1450. New York: Manchester University, 1969. 5. Moore, R.I. The Origins of European Dissent. Oxford: Basil Blackwell, 1985. 6. Roach, Andrew P. The Devil?s World: Heresy and Society 1100-1300. United Kingdom: Pearson Education, 2005.

Greggs plc Essay

1.0 Executive Summary Greggs plc intend to expand their operations into international markets in order to satisfy their overriding objective: ‘to be Europe’s No. 1 Bakery’. Germany has been selected as the host country and justification for this decision has been discussed. Moreover, Greggs will enter the German Bakery market through the employment of a ‘Foreign Direct Investment’ method, more specifically a ‘Sales and Production Subsidiary’. This report outlines the blend of marketing mix components used to position the offering; the implementation method adopted to ensure effective product and service delivery; and the control mechanisms utilised to make sure that objectives are achieved. 2.0 Introduction Greggs is the currently the leading UK retailer in the bakery market having experienced high levels of growth in 2002. The company achieved revenues of  £422.6 million, an increase of 11.9% on the previous fiscal. Its operating profit also witnessed an increase of 11.8% to  £35.3 million in 2002. Their popularity has rapidly increased as consumers are seeking quick, convenient and indulgent foods to complement their fast-paced lifestyles . Greggs is actively expanding their operations and have over 1,200 retail outlets under the Greggs and Bakers Oven brands . They entered into the international arena in 2003 with the opening of two outlets in Belgium. This strategy was pursued in order to fulfil the company’s long-term objective of becoming a leader in the European market place. Further international expansion will therefore satisfy their current objectives and enhance their presence in the European bakery market. 2.1 Report Objectives To justify market choice To undertake internal and environmental analysis for the home and host country To identify the most appropriate foreign entry strategy To tailor a services marketing mix to requirements of the host market To suggest methods of implementation to allow successful market penetration To monitor the progress of this venture through the employment of control mechanisms 3.0 Mission statement â€Å"We intend to be Europe’s finest bakery-related retailer, achieving our ambitious growth targets by attaining world-class standards in everything we do. Our purpose is the growth and development of a thriving business for the benefit and enjoyment of employees, customers and shareholders alike. 3.1 Values Greggs is a customer-focused business, seeking to provide excellent products and services that deliver enjoyment and value-for-money. We are committed to people development, within a considerate culture that combines autonomy and accountability and maintains a strong focus on profitability. In all our activities, we aim to achieve excellence through continuous improvement†. 4.0 – Market Choice Cannon and Willis propose a method of â€Å"simple elimination † to identify a potential host market. This method of market choice ensures that the remaining country satisfies all main criteria highlighted by the  organisation. The diagram below shows a systematic approach to finding a suitable market for Gregg’s expansion. Industrial, economic and cultural factors will be integrated into the selection process as these are central to Greggs’ operations in addition to their main aim: ‘To be the no.1 bakery retailer in Europe.’ Parallel to their objectives, all non-EU countries will be excluded from the selection process. Greggs’ second priority is to enter markets which display fast growth in bakery markets. The countries with the highest levels of category growth are shown below: Figure A Country Cakes and Pastries Market – % Category Growth 1995 – 1999 Portugal 4.60% Germany 3.70% France 3.60% Spain 1.80% Denmark 1.80% Using this table, Greggs may eliminate Denmark and Spain from their market choice selection process. Psychological distance between the home and host country can also determine the success of international activities and thus have been incorporated into the process. The French have a wide selection of elaborate, exquisite and gourmet dishes. This contradicts the typical product proposition offered by Greggs. Although Greggs could consider a focused differentiation strategy targeting niche  markets, the abundance of specialist bakery retailers would suggestively make the French bakery market difficult to penetrate effectively and therefore exclude it from further scrutiny. Portuguese market trends highlight an increasing demand for â€Å"wholesome, family products â€Å". In contrast to the latter, Greggs offer an ‘on the move’ food proposition which is typically consumed individually rather than in a family environment. Suggestively the Portuguese are reluctant to embrace new food offerings as research illustrates a strong preference for traditional cuisine served in traditional restaurant settings . Moreover the market is dominated by both high street retailers such as Podaria Popular and industrial manufacturers thus implying high barriers to entry are high. Having adopted this process of elimination, Germany appears to be the prevailing market choice. Despite the high labour costs, long vacation time and slow economic growth , Germany’s overall economic performance is the 3rd largest in Europe and consequently presents itself as an attractive market choice for Greggs. â€Å"Products with a convenience character are continuing to prove popular in the German bakery market, ranging from ready to eat and impulse products to in store bakery products â€Å". Furthermore, â€Å"across the bakery market, international bakery specialties such as croissants, ciabattas and baguettes are rising in popularity, a reflection of higher consumer demand for more non-traditional or novel products â€Å". This market therefore presents itself as an ideal location for Greggs to expand their international operations. Greggs will pursue a ‘concentration’ technique with regard to country and customer target group. â€Å"A company may concentrate its efforts by entering countries that are highly similar in terms of market characteristics and infrastructure to the domestic market â€Å". This will enable Greggs to minimise risk and benefit from cultural fit. Moreover, as in the UK they will concentrate efforts on a focused target audience. 5.0 – Internal and Environmental Analysis 5.1 – Internal Analysis 5.1.1 Strengths Internal strengths need to be assessed to identify assets, capabilities and core competencies that are transferable to the host country. Greggs is a well recognised bakery retailing brand in the UK which aims to â€Å"create a single and cohesive Greggs brand nationwide â€Å". This is being executed using a coherent and consistent promotion of the company’s proposition and brand across the country. Greggs have sustained a strong cash flow which allows them to invest money in maintaining in their retail outlets, bakeries and brand. Key investments include significant funds spent on production facilities to support the growth of retail operations. Greggs actively seek to position their stores in prominent locations relative to distribution channels and customer access. Greggs stores are typically located in busy and heavily populated towns where their fast and convenient proposition is ideal. In response to the 6.4% increase in demand for takeaway foods , Greggs is adapting their servicescape to cater for these growing needs. 5.1.2 Corporate Culture Greggs operates in a risk taking corporate culture which allows them to be innovative and responsive to market changes. They believe in providing high customer service aiming to retain customers by inducing loyalty and trust. They place great emphasis on motivating and empowering employees as they believe that continued growth of the business is a reflection of the workforce . These competencies are transferable and of equal value to the  German marketplace. Greggs are actively expanding their operations internationally in order to spread risk, increase international brand awareness of their product portfolio and exploit fast growing new markets. 5.1.3 Value Chain Greggs UK have produced a ‘Value Chain Analysis’ which is â€Å"an analytical tool that describes all activities that make up the economic performance and capabilities of the firm .† This can be used by Greggs to exhibit core competences that can be exploited in the host market . 5.2 – Environmental Analysis The environmental analysis aims to identify the current situation of the German bakery market using relevant tools of analysis and international research methods. A PEST analysis has been used to identify influential factors for Greggs in Germany as discussed. 5.2.1 International Marketing Research â€Å"Marketing research refers to gathering, analysing and presenting information â€Å". It is the lack of knowledge on foreign markets that is one of the major barriers an international marketing manager must overcome . It is therefore imperative that Greggs formulate an effective market research strategy as the first step in overcoming this barrier. In this case, international marketing research was carried out for the purpose of reducing potential risk and providing us with a final systematic and objective approach for our proposition. Primary research has not been undertaken due to the limitations of this report. However, if Greggs were to implement this internationalisation  proposal, primary research would be an imperative tool when considering market choice. These could include qualitative methods such as interviews and observation. Secondary forms of research carried out have included Government reports, Internet sources and textbook literature, and further strengthened by journal articles. This variety of data collection methods helps to provide a rich analysis from numerous sources as a foundation for decision-making. From this research the following factors have been taken into consideration when considering Germany. 5.2.2 Social & Economic Environment Social factors, as outlined in the PEST analysis outline the increasing trend towards ‘on the go’ consumption. This reflects the busy lifestyle of the working population in Berlin hence the choice of location. The economic factor of high disposable income also provides an attractive reason for Germany as consumer spending is high. 5.2.3 Prospective Country Culture Greggs may use the Hofstede model to â€Å"identify persuasive fundamental differences of national cultures † and thereby assess their cultural fit. â€Å"According to Hofstede, the way people in different countries perceive and interpret their world varies along four dimensions: power distance, uncertainty avoidance, individualism and masculinity .† The German culture is a low context and explicit, perhaps ever more so than the British. Moreover, â€Å"the German national mentality is of a relatively high level of uncertainty avoidance. The Germans do not like a sense of insecurity which makes them feel uneasy in business. (Germans work with) hard facts, and sound arguments â€Å". There are therefore slight cultural differences that the UK management team will have to consider upon entering the German market. 5.2.4 Market Competition Competition in the German market is a key variable of Greggs’ success. Figure B- Competitor Analysis Germany cakes and pastries market share (% value) by company Manufacturer 2000 2001 Bahlsen 11.2 9.1 Lady Cake-Feine Kuchen 8.0 6.9 Dahli Kuchen 7.4 7.2 Grossbà ¤ckerei Wendeln 7.0 7.0 Dan Cake 3.2 3.4 Kuchenmeister 7.8 11.3 ABK 9.0 8.6 Private Label 15.1 16.5 Other 31.3 30.0 Total 100 100 It is therefore important to identify, analyse and monitor competitive movement. Figure B illustrates the potential competition in the German bakery market in accordance to market share 5.2.5 Geographical Climate Greggs’ sales are affected only by climatic extremes – very hot weather can depress demand for bakery products, and prolonged rain or snow can make people reluctant to go out and make their usual daily purchases . This pattern is mirrored in Germany and therefore fluctuations in sales must be accounted for. 5.2.6 The German Market The use of the Porters 5 Forces model has recognized the attractiveness of the German bakery market through the identification of barriers to entry and potential substitutes . 6.0 – International Marketing Objectives In light of the organisations resources and competencies, the following objectives have been established: 6.1 Short Term Objectives Utilise promotional mechanisms to encourage trial and to inspire customer loyalty to the brand By fulfilling this objective, Greggs will be working toward securing a loyal customer base thereby defending themselves, to a large extent, from competitors. Conduct quarterly pricing reviews to ensure that prices remain competitive with rivals By ensuring competitive prices, Greggs’ reinforce their commitment to offering ‘value for money’ as highlighted in their mission statement. To ensure all employees receive high standards of training that is reflected in high quality service to the consumer Greggs corporate strategy highlights the importance of a fun and supportive working environment. They promote themselves as being a â€Å"great place to work † and encourage personal development. This in turn reflects on their high quality service offered to the end consumer. 6.2 Long Term Objectives To continually monitor, anticipate and challenge competitor movements in the bakery market. This will allow Greggs to remain innovative and develop new and adapted recipes in response to market changes and consumer needs. To strengthen and build upon our place market to achieve 4% position by 2010. This will be achieved through â€Å"core growth and introduction of new outlets â€Å". It will enable Greggs to be a proficient player in the German Bakery market (see Figure B) To broaden the Greggs product portfolio by 5% year on year. This will permit Greggs to expand their operations, in line with their growth ideals, and additionally offer a larger product range to ever-evolving consumer needs. To launch a further 6 stores in Germany by 2010 thus expanding scope and influence. This will facilitate Greggs strive towards achieving their main aim: ‘To be Europe’s finest bakery-related retailer.’ Increase awareness of the Greggs brand in the German bakery market By attaining brand awareness, Greggs will able to insulate themselves, to an  extent, from the wrath of competition. The German bakery market is largely fragmented thus making it an attractive market for potential new entrants. 7.0 Foreign Market Entry Strategy â€Å"Firms deciding to enter a foreign market face a critical decision in choosing the best market entry mode to service the market. This decision is crucial because it can have an ongoing impact on a firm’s international business performance .† Root (1994) suggests three different rules ‘Naà ¯ve rules’, ‘Pragmatic rules’ and ‘Strategy rules’. However as a result of the increasingly heterogeneous nature of the international market, it is important that Greggs do not generalise their approach, but adapt each entry mode according to the host market. The mode selected in Belgium therefore, may not be entirely applicable to Germany. Based on this rationale, Greggs will be employing ‘Strategy rules’ which is when all entry modes are compared and evaluated before a choice is made . Moreover, according to Hollensen (2001) â€Å"some firms have discovered that an ill judged market entry selection in the initial stages in the firms internationalisation can threaten the firms future market entry and expansion activities â€Å", hence illustrating its importance to Greggs plc. Greggs will need to consider the main groups of entry mode influencers prior to choice in order to identify the most appropriate and profitable mode. 1) Internal Factors According to the Company’s Act (1985), firms with over  £5.75 million in turnover and over 250 employee are classified as large. Greggs more than qualifies this with a turnover of  £422.6 million and employment of 17600 people in 2003. This provides them with an adequate resource capability to open up a sales and production subsidiary in Germany. Moreover, in developing their theory of internationalization, Johanson and Vahlne 1977 assert that â€Å"uncertainty in international markets is reduced through actual operations in foreign markets (experiential knowledge) rather than through the acquisition of objective knowledge .† Greggs have already ventured into Antwerp and Leuven in Belgium hence increasing their experiential knowledge and expertise. Greggs produce is fresh and baked goods. In order to maintain this stance, the only feasible option would be to produce, as well as sell in the host country. Additionally, because Greggs will promote themselves as a British company, they will be communicating a clear differential and competitive advantage. 2) External Factors Both the UK and Germany are members of the European community thereby reducing their Socio-Cultural distance. This proximity between countries will therefore favour hierarchical modes of entry. Due to the proximity between countries perceived risk is reduced. Companies are therefore less reluctant to pursue more involving modes of entry. It has been stated that â€Å"the size of the host country is an important attraction to foreign direct investment † as large and growing markets will make management more likely to commit resources to the development of a wholly owned subsidiary . With a population in excess of 825 Million people in 2002 Germany is evidently a large and growing market making it an ideally suited to a FDI mode of entry. Moreover, the German bakery market is highly fragmented which reduces barriers to entry in the form of dominant competitors. All other variables being equal, the higher the intensity of competition, the more likely a firm is to select an export mode of entry. The German cakes and pastries market is made up of several small players each of which occupy small proportions of the marketplace . This presents itself as an ideal  proposition to Greggs who will be able to establish themselves without dominant opposition. 3) Desired Mode Characteristics The choice of mode of entry will also depend on the attitudes of the decision maker. Although it is difficult to determine how pro-risk or risk averse Greggs Managing Director Sir Mike Darrington is, one may assume from their hierarchical entrance into Belgium that a high risk, expansionist strategy has been adopted and will be pursued. The degree of control that management desire over operations will help establish which mode of entry to employ. Hierarchical modes allow high levels of control over operations ensuring that the latter are carried out to Greggs specification. All else being equal, the greater the resource investment, the lower the flexibility of the business. Consequently, if Greggs pursue a hierarchical mode of entry, they will have to consider their potential limited flexibility. The above suggests that Greggs’ would benefit from a hierarchical mode of entry as it satisfies all criteria for the latter. This is where the firm completely owns and controls the foreign entry mode. However, regardless of the apparent control over operations specified by this mode, the degree of control that head office can exert over the subsidiary depends on how many and which value chain functions can be transferred to the market. Having reviewed all alternatives, its was decided that a Sales and Production subsidiary will be introduced in Germany leaving the Research and Development and Marketing activities to be conducted at home in the UK. According to Hollensen (2001) , having selected this mode of entry, Greggs  will benefit from having full control over the whole operation. Moreover, Greggs has long term market potential in Germany and therefore the ownership of a sales and production subsidiary will enable Greggs to build a strong international presence over a long period of time. This method also eliminates the possibility that a national partner gets a ‘free ride’ and allows Greggs to gain market knowledge directly. A sales and production subsidiary will facilitate rapid entry to the German market allowing quick access to its distribution channels. Plus, no transportation costs will be incurred as raw materials will be purchased in the host country. In addition to those proposed by Hollensen, Greggs may benefit from being able to adapt the ingredients used to German tastes. They can additionally tailor the servicescape to German preferences. Greggs produce is non-durable and therefore it would be inappropriate to needs to be produced and sold quickly as it is predominantly sell fresh food. Retaining R&D and Marketing operations at home will reduce costs and risk. Having established themselves in the German market, Greggs may consider transferring these operations over in the future. Moreover, employing a hierarchical mode will enable Greggs to exploit new market opportunities as soon as they arrive with minimal delay. In line with the latter, Abell (1978) concept of a strategic window states that there are only limited periods during which the fit between the requirements of the market and capabilities of the firm are at an optimum . Investment should therefore be timed accordingly. Although, this method will require a great deal of investment in terms of time, money and commitment, research has shown that â€Å"the profit returns generated by foreign direct investment modes are usually greater than those generated by exporting â€Å". According to the Uppsala Internationalisation Model, companies begin their internationalisation process a) by moving into relatively close markets  first then more distant ones and b) companies entered new markets through exporting. Although at face value it appears that Greggs’ strategy contradicts the assumptions of model, it does however highlight the following exception: Firms that have larger resources can take larger steps with fewer consequences. Arguably Greggs fall under this category. This model also suggests that firms start by entering markets which are nearer in terms of psychic distance hence reducing uncertainty. Germany is considered relatively near and despite language barriers, the German culture is similar to that of the UK as highlighted in the ‘Environmental Analysis’ section of this report.

Principals of Microeconomics Essay examples - 1372 Words

In the modern economic system presented in the world today, microeconomics, and the study of such, is a vital part of the budding economic scholar. In most circumstances, microeconomics is based on the cumulative study of how individuals and firms, or a combination of the two, make decisions regarding the allocation of resources, typically in markets where goods and services are bought and sold. This allocation, or optimization of limited funds through distribution, usually follows 2 standardized theories: the Consumer and Producer. Consumers usually choose to maximize their available preference in the market, with a limited income value or time aspect. This is evident in the world economy, with consumers always being fiscally motivated†¦show more content†¦Within these categories, many sub-markets branch out. Competitive Markers are the most common, having many sellers providing similar products to many buyers. Competitive businesses make profit based off of the relationshi p between net and gross income, and depend on providing a more reasonable price than its competitor. This type of market is seen mainly with a capitalist economy. Monopolistic Markets are similar to Competitive, but they differ in the type of product. Monopolistic businesses provide differing items that all provide a common service. A Monopolistic business gains profit by providing a product that the same basic service as another business, but differs in small details that contour to different types of buyers. The auto industry, proving scooters, motorcycles, automobiles, and other forms of differing transportation is an example. Oligopolistic Markets are less common, but still prevail in the modern economy. An Oligopolistic business is one with few competitors, basing its revenue off of â€Å"outsmarting† its opponents by analyzing their decisions and predicting the outcome. Having an analysis of an opponent provides the basis for Oligopoly, as income is based on providing a product that has more features than another product, released to the public around the same time. The Cellular industry provides a pristine example of the Oligopolistic Market. A Monopoly is one of the more rare markets, mainly dueShow MoreRelatedEssay on Microeconomics and the Board Game Monopoly1024 Words   |  5 Pages All I ever needed to know about microeconomics I learned from the Hasbro board game Monopoly. Some people, like myself, need practical models in order to understand certain concepts and theories. In our text book The Economy Today it completely ignores the intrinsic value of business decisions because you can’t put a numeric value on it. The game Monopolyâ„ ¢ is all about the numbers. In the game of Monopolyâ„ ¢ you have goals: The object is to bankrupt all opponents. 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French Expressions Using Mettre

The French verb mettre literally means to put and is also used in many idiomatic expressions. Learn how to take great care in doing something, spend money on, bolt the door, and more with this list of expressions with mettre. Common Expressions Using Mettre mettre 5 heures à   faireto take 5 hours to do something mettre à   jourto update mettre à   lessaito put to the test mettre beaucoup de soin à   faireto take great care in doing something mettre de lardeur à   faire quelque choseto do something eagerly mettre de largent dansto put money into mettre de largent pourto pay for mettre de largent surto spend money on mettre de leau dans son vinto tone it down mettre en colà ¨reto make angry mettre en reliefto bring out, enhance, accentuate mettre la radioto turn on the radio mettre la tableto set the table mettre le rà ©veilto set the alarm mettre le verrouto bolt the door mettre les bouts (familiar)Get lost! mettre les informationsto turn on the news mettre les pieds dans le platsimilar to mess up; put ones foot in ones mouth mettre les voiles (familiar)Get lost! mettre quelque chose à   platto lay something down flat mettre quelque chose deboutto stand something up mettre (quelque chose) de cà ´tà ©to put (something) aside mettre quelque chose droitto set something straight mettre quelquun (parmi les grands)  to rank or rate someone (among the greats) mettre quelquun au pasto bring someone in line mettre quelquun dans lobligation/la nà ©cessità © de faireto compel someone to do something mettre sa langue dans sa poche (informal)to be quiet, stay silent mettre son grain de sel (informal)to stick ones nose in, to butt in Il y a mis le temps  !Hes taken his sweet time doing it! Jy mets la dernià ¨re mainIm putting the finishing touches on Mettons que...Lets say/Suppose that... On ma mis au pied du mur.I was cornered. Quest-ce quils nous ont mis  !They beat the heck out of us! Va te faire mettre  ! (slang)Get lost! Meanings and Usage ofSe Mettre The pronominal French verb  se  mettre  has several possible meanings and is also used in many idiomatic expressions. Learn how to come clean, team up, gather round, and more expressions with  se  mettre. to becometo get (obtain)to goto put onto put  oneself ne  pas  savoir  oà ¹Ã‚  se  mettreto not know what to do with oneself se  mettre  au  franà §ais, à   la  guitareto start learning French, to play the guitar se  mettre  Ãƒ     infinitiveto start doing something se  mettre  Ãƒ  Ã‚  poil  (informal)to strip off, strip down to ones birthday suit se  mettre  Ãƒ  Ã‚  quelquunto team up with someone se  mettre  au  rà ©gimeto go on a diet se  mettre  Ãƒ   tableto sit down to eat, to come clean se  mettre  autour  deto gather round se  mettre  au  travailto start working se  mettre  au  vertto lie low se  mettre  avecto team up with, side with se  mettre  dans  une  colà ¨re  noireto fly into a terrible rage se  mettre  dans  une  situation dà ©licateto get oneself into an awkward situation se  mettre  en colà ¨reto get angry se  mettre  sur  son  trente  et unto get dressed to the nines se mettre sur un rangto form a line/queue se  mettre  une  idà ©e  dans  la tà ªteto get an idea into ones head sen  mettre  partoutto get covered in it, to get something all over oneself sy  mettreto get down to, to get on with sy  mettre  Ãƒ  Ã‚   nounto go on, take up sy  mettre   infinitiveto start doing Meanings and Usage ofLa Mise Mise  is  the feminine of  mis, the past participle of  mettre.  La mise  has numerous meanings and is also used in many idiomatic expressions. Learn how to say involvement, make-up, leg-pulling and more with this list of expressions with  mise. putting, settingclothing, attire(betting) stake, ante(business) outlay la mise à   exà ©cutionimplementation, enforcement la mise à   feufiring, setting off, blast-off la mise à   jouract  of updating, updated la mise à  Ã‚  leaulaunch la mise à   mortkill la mise à   pied  (employment)dismissal la mise à  Ã‚  prixreserve/upset price la mise  au  mondebirth la mise  au  pointtuning, focusing, clarification la mise  basbirth (of an animal) la mise de fondscapital outlay la mise en abà ®memise en abyme,  image  within its own image la mise en accusationindictment la mise en bià ¨replacement into a coffin la mise en boà ®tecanning; (informal) ridiculing, leg-pulling la mise en  bouteillebottling la mise en causecalling into question, pointing a finger at la mise en conditionconditioning la mise en conservecanning la mise en demeureformal demand or notice la mise en examenplacing under investigation la mise en forme(sports) warming/limbering up; (typography) imposition la mise en gagepawning la mise en  jambeswarm-up exercises la mise en  jeuinvolvement, bringing into play la mise en  marchestarting up (a machine or apparatus) la mise en Å“uvreimplementation la mise en  ondes  (radio)production la mise en page  (typography)make-up la mise en placeset up, stocking,  imposition la mise en  plishair setting la mise en pratiqueputting into practice la mise en reliefenhancement, accentuation la mise en routestarting up, setting off/out la mise en sacspacking la mise en scà ¨ne  (theater, film)production la mise en service - La mise en service de  lautobus  sera...putting or starting into service - The bus will be put into service on... la mise en valeurdevelopment, improvement la mise en  vigueurenforcement la mise  sur  piedsetting up à ªtre de mise(fig) to be acceptable, appropriate; (archaic) to be in circulation, legal currency remporter  la miseto carry the day, win big sauver  la miseto withdraw from a game of stakes; (fig) to save the day

The Impact Of School Policies And Analysis Strategies

â€Å"During the last twenty years, schools across the nation have dropped their values for suspending and expelling students. The subsequent trends in punitive policy enforcement are conspicuous in a great number of states. â€Å"The national number of suspensions has increased from approximately 1.7 million in 1974 to more than 3.3 million in 2006. More recently, during the 2009–2010 school year, a reported 3,081,240.55 children were suspended at least once. With reference to expulsions nationally, in 2006 the Department of Education projected that approximately 102,077 students are expelled from their learning environments annually (Rodriguez, 2013).† Moreover, when students are suspended, or expelled, they are more likely to repeat a grade, drop out, or become involved with the juvenile system. Therefore, this paper will explore the impact of various school policies and analysis strategies that have been implemented to address this issue, particularly for youth, including students of color, students from poverty, and students with disabilities who have been shown to be at higher risk. The pipeline starts when school administrations and teachers push children out of the school system by placing them on out-of-school suspension, transferring them to alternative schools expelling them, and/ or having them arrested for minor infractions. The paradigm school-to-prison pipeline refers to the disturbing national trend in which youth is funneled out of public school and into theShow MoreRelatedThe Social Ecological Model ( Sem )1138 Words   |  5 Pagesframeworks, the SEM considers multiple levels of influence. 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Different Strategies of SKY TV

Question: Describe about one of the famous Media channel (TV channel) SKY TV? Answer: Introduction In this report there is a discussion about one of the famous Media channel (TV channel) SKY TV. SKY TV is involved in broadcasting more than 500 channels with the help of satellite. This report is having analysis of current strategy of SKY TV and its impact on organization success as well as their future working. There is a brief discussion about the current strategy adopted by organization with its future scope. SKY TV is a huge broadcasting channel organization so the strategies adopted by them will affect their business environment in both negative and positive (Adetunji, Md Nordin Md Noor, 2011). A strategy of SKY TV also determines their future profit and their future business environment. SKY media is a vast channel broadcasting company so to make aware their customers they need a proper marketing as well as advertising strategy which is discussed in this report. SKY media more than 1100 channels are broadcasted with the help of digital satellite. The most demanded channel of SKY media are as SKY, Pay TV, My SKY, I SKY and etc. Current strategy of SKY TV Different strategies adopted by SKY TV are as - Marketing and Sales Strategy - SKY TV adopted marketing strategy to establish the strong position in digital market. SKY TV has adopted a new marketing strategy i.e. they have started marketing their services with the help of digital or electronic technology (Altstiel Grow, 2006). Different marketing strategies adopted by SKY are Advertising with the help of posters, television, radio, magazines, newspapers and internet. SKY media is currently focusing on the new marketing strategy, that is mobile oriented marketing by which SKY media directly advertise their channels among their customers. SKY media introduced the mobile payment method which made their customers easy regarding all media or channel payments. Marketing strategy of SKY TV helps in increasing their sales and achieves a competitive advantage in digital field (Argyris, 2012). Sales strategy helps SKY TV know their target customers requirement and needs with the help of which organization can work. It focuses on the sales force of SKY TV. Figure1: Marketing strategy process of SKY TV Figure 1 show the process which SKY TV undergo to decide their marketing strategy (Adetunji, Md Nordin Md Noor, 2011). Marketing strategy is helpful in knowing the target area of every individual channel broadcasted by the company and figure 2 shows the sales strategy process of SKY TV. Figure 2: Sales Strategy of SKY TV Pricing Strategy Pricing strategy helps SKY TV to know the capability of their customers for subscribing their channels. Different pricing strategy adopted by SKY is Penetration pricing is done when SKY tries to capture market share by penetrating the new market with a low price in comparison of their competitors (Davidson Simonetto, 2005). SKY uses Premium pricing strategy to set higher price than their competitors present in market. Economy pricing strategy is adopted in market where customers willing to pay for broadcasting service is low (Altstiel Grow, 2006). The prices set by SKY TV are finalized by taking into consideration their customers. Advertisement Strategy Advertisement strategy of SKY TV helps them to reach their customers easily i.e. with the help of their advertisement process customers are always updated with the services and product provided by the SKY TV (Gelder Woodcock, 2003). Promotional Strategy Promotional strategy helps SKY TV to advertise their services. Mainly SKY uses social media, customer appreciation event strategy and etc for promoting their service and product (Davidson Simonetto, 2005). For example, SKY TV launches new channel in their broadcasting list so to make their customers aware of new channel promotional and advertising strategy will be used. Evaluation of current strategy of organisation The strategic model adopted by SKY is as - Gather Specific Data Before planning any strategic SKY organisation has to gather all the information regarding the process (Hill, 2013). Suppose SKY has to launch new channel in new city so before finalizing the strategies required for new channel marketing, promotion, advertising SKY should collect all the related information of market and customers (Gelder Woodcock, 2003). Analysis and evaluation of Strategic process The analysis of strategic process helps in evaluating the strategic process of SKY organization. SKY organisation has adopted different strategies like marketing strategy, promotional strategy, advertising strategy and etc so to finalize their strategic process evaluation of strategic process is done (Kumar Phrommathed, 2005). Development and improvement in Process After analyzing the strategic process SKY will try to develop the main model of process i.e. the evaluation and analysis of strategic model is done on rough model (Kumar Phrommathed, 2005). The development of strategic model is done on the basis of analysis and evaluation report. Implementation of the process Implementation of strategic process of SKY Organisation will be done after analyzing, evaluating and developing the model (Podolyakina Popova, 2014). The execution of strategic model of SKY is different from other organization. Evaluation of new changes or any improvement done in process In this step the evaluation and analysis of newly implemented strategic process is done. Suppose SKY is having a marketing process which is not supported in new market where they launched channel, the changes or improvement in the process will be done after analyzing complete process. Establish the process Establishing the process is done after complete analysis and evaluation of strategic model of SKY (Smith, 2012). Strategic model in SKY will be launched once all the implementation and evaluation is done. Impact of current strategy on operation The impact of current strategies adopted by SKY on their operation is They help in large scale advertising campaign of their services and products. Current strategy helps in retention strategy of the company. SKY current strategies help in identifying their target customers which makes them easy for marketing and sales (Podolyakina Popova, 2014). SKY Multi screen strategy helps in increasing their service subscribers, multi screen strategy helps in providing more services to their existing customers. Large scale advertising campaign strategy of SKY helps customers to know about their different services and products (Stone, 2010). SKY marketing strategy help in knowing their public relations, details about their sponsors, targeted customers. Future scope of organizational current strategy SKY different strategies help in increasing the number of customers. Main focus of SKY is to provide their customers digital product and services as per their requirement. Organizational strategy also helps in encouraging their customers (Tang, Wang Huang, 2013). These strategies help in evaluating the competitors business process and the strategies adopted by them. SKY strategies help in developing. Analysis is done to evaluate the strength, weakness, opportunities and threats of their strategy. Strength and threats are done internally, weakness and opportunities are done in comparison of their competitors present in digital market (Treverton Ghez, 2012). It is done in relation to SKY internal factors for example innovation level of SKY, productivity of workforce, performance level of employees and etc. Weakness of SKY analyzes the cause of their lacking in comparison to competitors on basis of geography, economy, profit rate of SKY and etc. Opportunity analysis is done to evaluat e the region where SKY can expand its market. It is external analysis (Tang, Wang Huang, 2013). While expanding their broadcasting business main factor considered is economy of the company. Threats are done in relation to their other competitors for example I TV, channel 4/5 and others. Threats can be in context to technologies, innovation, methods of working. Conclusion SKY is a media company located in United Kingdom with more than 1500 of workforce. SKY mainly uses radio, TV, newspaper, magazines for advertising their services and products. The pricing strategy of SKY is based on demographical, economy and other factors. Pricing strategy used by SKY are penetration pricing, economic pricing and penetration pricing (Treverton Ghez, 2012). SKY TV is top rated channel broadcasting organisation that has employed more than 1500 employees who are engaged in providing customers good quality service. The strategies used by SKY are very helpful in increasing the profit share and gathering customers. The strategies currently used by company should be improved by taking into consideration their economy and after comparing with their competitors (Warner, 2010). Current strategies used by SKY help in gathering more number of customers, stakeholders. SKY uses pricing, advertising, marketing and sales strategy after evaluating their competitors strategy and pre sently these strategies are helping company in a positive manner (Zanoni, 2012). SKY in future should change their strategy after evaluating the requirement of market and their target customers. Strategic analysis of SKY helps them in penetrating and gathering more number of new markets as well as customers. References Adetunji, R., Md Nordin, D., Md Noor, S. (2011). Integrated Advertisement Message Strategy: A Tactical Implementation of Imc in Advertisement Discourse.IJAR,3(10), 1-3. doi:10.15373/2249555x/oct2013/65 Altstiel, T., Grow, J. (2006).Advertising strategy. Thousand Oaks (Calif.): Sage Publications. Argyris, C. (2012).Organizational traps. Oxford: Oxford University Press. Davidson, A., Simonetto, M. (2005). Pricing strategy and execution: an overlooked way to increase revenues and profits.Strategy Leadership,33(6), 25-33. doi:10.1108/10878570510631639 Gelder, D., Woodcock, P. (2003).Marketing and promotional strategy. Cheltenham: Nelson Thornes. Hill, P. (2013).Pricing for Profit. Kogan Page. Kumar, S., Phrommathed, P. (2005).New product development. New York: Springer Science+Business Media. Podolyakina, N., Popova, Y. (2014). Development of Product Promotional Strategy Considering the Risk of Non-demand.Procedia - Social And Behavioral Sciences,110, 805-811. doi:10.1016/j.sbspro.2013.12.925 Smith, T. (2012).Pricing strategy. Mason, Oh: South-Western Cengage Learning. Stone, N. (2010). A model of best practice.Strategic HR Review,9(5). doi:10.1108/shr.2010.37209eae.002 Tang, Y., Wang, Y., Huang, J. (2013). Optimal promotional strategy for intra-category cross-selling.British Food Journal,116(1), 80-90. doi:10.1108/bfj-12-2011-0306 Treverton, G., Ghez, J. (2012).Making strategic analysis matter. Santa Monica, CA: RAND. Warner, A. (2010).Strategic analysis and choice. New York: Business Expert Press. Zanoni, A. (2012).Strategic analysis. New York: Routledge.

Objectivity vs. Subjectivity

Introduction People have the ability to choose between objectivity and subjectivity. Objectivity refers to the ability to judge issues from a personal perspective. Objective thinkers see beyond what other people say. According to Pillar, objectivity is intelligence because it provides room for rational thinking and reasoning beyond the ordinary (par. 2). On the other hand, subjective thinkers merely rely on the reasoning of scholars and experts in various fields.Advertising We will write a custom essay sample on Objectivity vs. Subjectivity specifically for you for only $16.05 $11/page Learn More For instance, the fact that the sun rises from the East and settles in the West is a subjective reason. In essence, it is impossible for people to reason beyond the ordinary. Subjectivism does not incorporate logic or intelligence. This paper intends to discuss the possibility that people could be completely objective in thinking. Possibility of Being Completely Objective Social scientists explain that it is impossible to attain objectivity. People constantly look for knowledge in both primary and secondary sources. Research can never end, and this explains why it is impossible to be completely objective. Individuals will often criticize materials generated by social scientists and this explains how intelligence seeks proof from policies. Seeking intelligence is a natural process that signifies objective reasoning. It occurs in a cyclic manner and can never come to a possible conclusion. Kahneman and Tversky argued that people would often distort the world due to their overconfidence in explaining things. Most of them do not have solutions to the problem, but through collective efforts and using intelligence, people could find credible answers to various situations (Kahneman 15). In essence, intelligence has no limits. Importance of Intelligence to the Intelligence Community Objectivity should be a vital trait for the intelligence communit y since they have to create a connection between different aspects in life. They include crime, politics, education, and culture. The intelligence unit demands complete commitment from objective individuals. In most cases, they could apprehend an innocent person without assessing other possibilities. Intelligence creates a boundary between propaganda, public relations, and sentiments from normal political rallies. Without objectivity, it would be impossible to assess the intelligence of such experts while in the field (Ehrman et al. 7). The intelligence community comprises of people from different socioeconomic backgrounds. Most of them view ideologies differently, as nature and nurture most of them dissimilarly. Objectivity and Subjectivity Objective and subjective reasoning apply to different people in the society. Besides politics, religion raises many questions among populations. Faith is a personal decision since in the society atheists exist. They do not believe in any religio n because they have personal ideologies against this concept. Certain individuals advocate for Protestantism while others purely focus on Catholicism. Eastern religions equally play a significant role in the society, especially Buddhism.Advertising Looking for essay on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More Some people question the ideologies or policies of certain religions. This happens when they want to join the sect, or when they want to criticize it. On the other hand, many people belong to no religion because after assessing most religions, they find atheism as the most appealing option. Religions have different traditions that their inventors formulate. Other people do not question religions since they uphold a subjective thought process (Ehrman et al. 22). Most of these individuals embrace religions that their predecessors initiated. Others blindly follow religious ideologies because their societies support s uch religions. Today, countless religious beliefs exist and people follow the ones they find comfortable. From this perspective, objectivity and subjectivity strongly apply in religious settings. Objectivity has to exist because people have the freedom of worship. On the other hand, subjectivity prevails because conservative communities exist. Conclusion Experts equate objectivity to intelligence since people often strive to reach the highest level of intelligence that they cannot achieve. When an expert develops an idea, people will generate different opinions and fallacies to challenge such reasoning. People are naturally different and intelligence is inherent to an individual. This offers the ability to object or support certain ideologies in the society. Works Cited Ehrman, John, Hayden Peake, Martin Petersen, and Igor Lukes. â€Å"Studies in Intelligence.† Journal of the American Intelligence Professional 55.1 (2011): 1-50. Print. Kahneman, Daniel. â€Å"Two Brains Runn ing.† The New York Times 25 Nov. 2011: 12-17. Print. Pillar, Paul R.. Chapter 29: The Perils of Politicization. UC Irvine: School of Social Sciences. N.p., 3 Mar. 2010. Web. This essay on Objectivity vs. Subjectivity was written and submitted by user Tristen F. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.