Media Management Norms in the Industry

Alabarran, Chan-Olmsted and Wirth (2006, 275) believe that media management stands alone as a distinct field of management for two major reasons. The first reason is the unique position that media organizations as well as their output occupy in the cultural and political life of societies and nations where they operate in (Cook 1998, 122; Sparrow 1999, 46; Golding Murdock 2005, 68).Advertising We will write a custom essay sample on Media Management Norms in the Industry specifically for you for only $16.05 $11/page Learn More Croteau and Hoynes (2001, 54) and Mcchesney (2008, 44) believe that media organizations have the capacity, and in some situations, the obligation to influence the cultural and political behaviours, attitudes as well as opinions of audiences. The second reason is its economic position. Media organizations produce products which are quite different from products offered by businesses in other industries. (Napoli 2003a, 106) states th at media organizations produce content which are distributed to audiences as well as audiences to be distributed to advertisers. (Hamilton 2004, 11) confirms that it is these products, content and audiences, which make the media to have distinct economic characteristics that distinguish the media industry from other industries across the globe. It is these economic distinctive characteristics that require managers of media companies to have specialized training as well as specialized understanding of the unique dynamics of the industry’s marketplace so as to be able to make effective managerial decisions and strategic plans (Herrick 2004, 102). This paper discusses how content and audiences have affected the structures of media organizations. Content and audience have significant influence on various political and cultural issues in the society. Therefore media organizations have to focus on the core of the businesses while serving the information needs of the audiences (Bark in 2002, 168). However, the increasing competition in the market among media companies has created intense competition for audience attention. This has largely been caused by the increased channel capacity of different forms traditional media, television and radio, as well as the growth of content delivery technologies such as the internet and Direct Broadcast Satellite. Napoli (2003b, 64) says that these factors have fragmented the media audience such that it has become quite a challenge for one media outlet to attract significant audiences.Advertising Looking for essay on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Where there was once two international television networks, CNN and BBC, there are several of them nowadays including CNBC, CNN, BBC, FOX News, Al-Jazeera, MSNBC as well as numerous other regional and national television channels. Alabarran, Chan-Olmsted and Wirth (2006, 284) report that an average home receives more than a hundred television channels which is also supplemented by content from the internet. However, the huge increase in the content options available to audiences has not been accompanied by increase in the amount of money that people spend on media. Consequently, the structure of most media organizations has changed in attempts to remain relevant in the market (Vogel 2004, 156)). Some media companies have formed mergers while others operate in joint partnerships to achieve economies of scale as they reduce costs. Mergers and partnerships allow media companies to increase the content they provide to the audiences while still maintaining profitability (Doyle 2002, 211). Partnerships allow them to share news content, production equipment, newspaper distribution, costs for capturing events as well as transport costs incurred in collecting information. Marketing research has also become very important in the structures of media organizations especially in the print indu stry as result of changing consumer (audience) trends. The increasing available content options especially the internet, which can be easily accessed through mobile phones and other devices, has influenced decline in newspaper readership. Thus, media companies are increasingly relying on media research as well as focus groups to be able to decide on the content of their newspapers. As such, media organizations are continuously investing in their marketing departments to be able to present content that make them relevant to the audiences they serve. According to Craft and Davis (2000, 225) media companies have to enhance their ability to successfully serve the public interest.Advertising We will write a custom essay sample on Media Management Norms in the Industry specifically for you for only $16.05 $11/page Learn More The distinct economic characteristics of the media industry, content and audience, have also influenced the type of media ownership stru ctures adopted by most media organizations. (Compaine 1995, 758: Picard 2002, 203) states that media organization managers are adopting business structures that enhance their abilities to provide more audience service-oriented content as well as services. Some media organizations have adopted more concentrated ownership structures which provide them with greater resources to devote to content delivery (Compaine and Gomery 2000, 123). This allows them greater economic efficiency as they are able to reduce costs of collecting news content as well as expenditure on staff (Einstein 2004, 76). Media organizations which adopt concentrated ownership structures employ relatively fewer journalists to collect information since the information collected to be broadcasted on television are also broadcasted on radio, and produced in newspapers. This means that media organizations can use one information sources to serve various audiences using different media channels. Again, such media organiza tions present wide content since they have journalists employed to meet every sector in each media category that the organization deals. Alabarran, Chan-Olmsted and Wirth (2006, 287) report that a study that was conducted by the Federal Communication Commission in 2003 revealed that television stations which have newspaper holdings always provide more local news as well as public affairs programming as compared to media companies without newspaper holdings. Thus, newspaper-television cross-ownership has become very important in ensuring wide content for audiences considering that the economics of media marketplace have undergone significant changes over the past two decades (Napoli 2004, 115). Napoli (2002, 172) and (Denison, Frenette Spavins 2002, 243) state that the economics of scope as regards content collection and dissemination across various distribution technologies have encouraged the production of public interest content.Advertising Looking for essay on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Media companies which operate in one distribution channel form partnerships with other media companies with different content distribution channel to be able to acquire more content at reduced costs (Hollifield 2004 83). As competition in the media industry marketplace continues, media companies consistently expand to reach as many audiences as they can. Large national as well as multinational media outlets are increasing their ability to effectively reach more audiences and to provide content that serve the needs of audiences in specific geographical regions (Napoli 2000, 578; Napoli 2009, 169). As a result, large media companies are opening up media outlets (subsidiaries) in other countries to enable them collect and disseminate information relevant to these audiences while integrating them with international news. The need to reach more audiences and present wider content has prompted media organizations to build their satellites in various regions across the world. In some cases , multinational media companies collaborate with local media companies to construct their Direct Broadcast Satellite in their firms so as to be able to transmit content gathered directly to their transmission stations. Bowman and Willis (2003, 9) state that the distinctive economic characteristics of the media industry, audience and content, have influenced media organizations to adopt different models in their business processes as they seek to provide quality content to their audiences. Bowman and Willis (2003, 11) state that some media companies adopt top-down news model where the media organization has total control over the content that the audience receive. The media organization filters all contents before presenting them to the audience. All news from advertisers and other sources have to pass through the media organization before they are presented on television shows, newspapers and web sites. This means that everybody involved in content gathering submits their contents t o be edited or rejected. On the other hand, some media organizations prefer to let audience access the content without filtering. These organizations adopt bottom-up news organization structure. They are structured such that all participants in the media broadcasting process have opportunity to present their contents directly to the audience. In such media organizations, editors, advertisers, reporters, publishers, community as well as the audience are allowed to participate in content production (Hamilton 2004, 287). All the participants have the opportunity to change roles in the content production process so as to allow the audience to get involved. The audience have a chance to share their opinions and to contribute in content gathering as well as production. They make comments and interact with the management team of the media organization, reporters, advertisers and editors. Bowman and Willis (2003, 11) state that in this structure anyone can be a reporter. Media organizations which adopt intercast (bottom-up news) structure have the ability to provide wide content since the audience are also involved in news collection. Most media organizations especially large national and multinational companies have adopted the intercast structure to gather information from the audience and the community as a whole, as well as, in presenting content to other audience. This normally happens through interviews both on television and off-air, commentary and analysis, opinion sections in newspapers and magazines and direct reporting from the audiences. Thus, this structure helps media organizations improve their interactivity with audiences, and hence, achieve audience loyalty. The distinct nature of the media industry has created need to adopt organization structures which enhance interactivity between the media organizations and the audience. Thus, most media organizations have adopted numerous interactivity as well as communication technology such as web blogs, websit es as well as discussion boards. These allow media organizations to understand their audiences and therefore develop programs and produce contents which meet the audiences’ interest. The media industry is very distinctive due to the products that it offers to consumers. Content is produced to be distributed to the audience, and this makes the industry unique as compared to other industries. Content and audience therefore influences the structure of media organizations and the way the organizations operate. Media organizations have to adopt structures which allow them to provide quality content to the audience while reducing costs. Thus partnerships and concentrated-ownership structures have been adopted to help media organizations increase the quantity and quality of their content so as to reach more audiences while operating at lower costs. Reference List Albarran, A. B., Chan-Olmsted, S. M., and Wirth. M. O., 2006. Handbook of media management and economics. Mahwah, New Jer sey: Lawrence Erlbaum Associates. pp. 274-287. Barkin, S. M., 2002. American television news: The media marketplace and the public interest. Armonk, New York: Sharpe. P. 168. Bowman, S., and Willis, C., 2003. We media: How audiences are shaping the future of news and information. New York: The American Press Institute. Compaine, B. M., 1995. The impact of ownership on content: Does it matter? Cardozo Arts Entertainment Law Journal, 13, pp. 755-780. Compaine, B. M., and Gomery, D., 2000. Who owns the media? Competition and concentration in the mass media, 3rd ed. Mahwah, New Jersey: Lawrence Erlbaum Associates. p. 123. Cook, T., 1998. Governing with the news: The news media as political institution. Chicago: University of Chicago Press. p. 122. Craft, S., and Davis, C., 2000. New media synergy: Emergence of institutional conflicts of interest. Journal of Mass Media Ethics, 15, pp. 219-231. Croteau, D., and Hoynes, W., 2001. The business of media: Corporate media and the public area. Thousand Oaks, CA: Pine Forge Press. p. 54 Denison, L., Frenette, J., and Spavin, T. C., 2002. The measurement of local television news and public affairs programs. Washington DC: Federal Communications Commission. p. 243. Doyle, G., 2002. Understanding media economics. London: Sage. p. 211. Einstein, M., 2004. Media diversity: Economics, ownership, and the FCC. Mahwah, New Jersey: Lawrence Erlbaum Associates. Golding, P., and Murdock, G., 2005. Culture, communications and political economy. In J. Curran and M. Gurevitch (eds) Mass media and society. London: Hodder Arnold. pp 60-83. Hamilton, J. T., 2004. All the news that’s fit to sell: How the market transforms information into news. Princeton, New Jersey: Princeton University Press. p. 287. Herrick, D., 2004. Media management in the age of giants: The business dynamics of journalism. Ames, IA: Blackwell Publishers. p. 102. Hollifield, C., 2004. The economics of international media. In Alexander, A., et al (eds) Media econ omics: Theory and practice. Mahwah, NJ: Lawrence Erlbaum. p. 83. Mcchesney, R., 2008. The political economy of media: Enduring issues, emerging dilemma. New York: Monthly Review Press. p. 44. Napoli, P., 2009. Media economics and the study of media industries. In J. Holt and A. Perren (eds) Media industries: History, theory, and method. New Jersey Wiley-Blackwell. pp 161-170. Napoli, P. M., 2004. Television station ownership characteristics and news and public affairs programming: An expanded analysis of FCC data information. The Journal of Policy, Regulation, and Strategy for Telecommunications, Information and Media, 6(2), pp. 112-121. Napoli, P M., 2003a. Environmental assessment in a dual-product marketplace: A participant-observation perspective on the broadcast television industry. International Journal of Media Management, 5, 100-108. Napoli, P. M. 2003b. Audience economics: Media institutions and the audience marketplace. New York: Columbia University Press. p. 64. Napoli, P . M. (2002). Audience valuation and minority media: An analysis of the determinants of the value of radio audiences. Journal of BroadcastingElectronic Media, 46, pp. 169–184. Napoli, P. M. (2000). The localism principle under stress. Info: The Journal of Policy, Regulation, and Strategy for Telecommunications, Information and Media, 2, pp. 573–582. Picard, R., 2002. The economics and financing of media companies. New York: Fordham University Press. p. 203. Sparrow, B. H., 1999. Uncertain guardians: The news media as a political institution. Baltimore: Johns Hopkins University Press. pp. 46. Vogel, H., 2004. Entertainment industry economics. Cambridge, MA: Harvard University Press. p.156. This essay on Media Management Norms in the Industry was written and submitted by user Aria Richardson 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.

The Best Option For A Gre Sample Essay For The Cow Flu

The Best Option For A Gre Sample Essay For The Cow FluGre Sample Essay for the Cow Flu is a powerful tool in combating the disease. To do this, use it wisely and don't overuse it. It has the ability to learn much of what you are about. It has the ability to recognize your style and preference.The Cow Flu kills many cattle every year. In fact, all livestock are potential carriers. This means that if you're not on top of your game when it comes to cattle and animal husbandry, it is likely that you could be one of the number of victims of the virus. The virus can also easily spread to humans. It can also cause a multitude of other human ailments.This means that the USDA and other livestock control specialists are on high alert when the symptoms arise. These symptoms include itching, vomiting, diarrhea, abdominal pain, fever, and headaches. At this point, the important thing is that if you're looking for a free sample essay for the cow flu graded by an unbiased source, you need to look n o further than the study guide. This guide will go over the diagnosis and description of the disease and will give a grade for each section of the essay.While a cow flu review may sound easy on paper, it requires studying real life situations that will allow you to analyze the thought process and feelings that you had during the outbreak. It requires reading medical journals, as well as researching the cattle industry and researching the problems. You will also need to write several essays.When you can do this, you will get a good grade. You may also find that the process is easier for you after a while. Using a free sample essay for the cow flu graded by an impartial source is worth the time.You should not expect to get a cow flu graded for free or for a low price. It is important to realize that many companies or individuals out there are interested in using your personal information to profit. Don't be fooled, and stay away from these types of people.If you want a free sample ess ay for the cow flu graded for free, then you have a choice to make. You can find a simple online white paper that will provide you with a sample grade. This is a good starting point if you have no prior experience or knowledge of the topic.If you want breeder quality grades for your essay, then you need to get involved with a college program or participate in some kind of hands-on farm school. The best option is to take a class that will teach you all of the basics, and then work on your application and leadership skills. That's the quickest way to get in touch with the people who know what they're doing and get the best grades possible.

Las generalidades de la gestión

Las generalidades de la gestià ³n Free Online Research Papers Las generalidades de la gestià ³n La mayorà ­a de las empresas que ingresan o trabajan en los mercados usualmente tienen que ajustar sus modelos de negocios, hacer una reingenierà ­a de sus productos o servicios, y explorar nuevas alternativas y caminos de distribucià ³n. No existe una solucià ³n universal. Algunos modelos de negocios ya han sido explorados y ofrecen buenas pautas para futuros enfoques y la inclusià ³n econà ³mica de las mayoristas. Estas nuevas alternativas, muchas veces son expandidas por personas con experiencia los cuales prefieren emprender una carrera en negocios personales antes de sacrificar su vida en una compaà ±Ãƒ ­a que nos les pertenece. El caso de Kathy Kudler quien fue la Vicepresidenta de Mercadotecnia, cansada de constantes viajes y presiones de la vida empresarial, desarrolla un plan de negocios en el que consiguià ³ financiamiento y abrià ³ su primera tienda Kudler Fine Foods (KFF) en La Jolla, San Diego. Estas decisiones y cambios radicales de personas con puestos envidiables en compaà ±Ãƒ ­as grandes y multinacionales, son unas que vemos todos los dà ­as. La mayorà ­a de estos ejecutivos son excelentes administradores y là ­deres en su rama, pero prefieren tomar ventaja de todas las tà ©cnicas y herramientas que aprendieron durante su carrera profesional e implantarlas en su propio negocio. Los là ­deres deben analizar primero la situacià ³n y descubrir los factores clave en las tareas, los empleados y la organizacià ³n, que indican cual estilo serà ­a à ³ptimo para esa combinacià ³n, (Davis Newstrom, 2003). Como parte de su plan estratà ©gico, Kathy se asegura que entiende las necesidades de sus clientes y se enfoca en sus diferenciadores del mercado al proveer productos de alta calidad en su moderna panaderà ­a estilo europeo. Adems ofrece tambià ©n carnes, pescados, mariscos y productos agrà ­colas en donde ofrece ms de 350 variedades de frutas, verduras, hierbas y especies frescas. KFF es una tienda de alimentos de especialidad dirigida a un estrato social alto y ubicado en el rea metropolitana de San Diego. La misià ³n de Kudler Fine Foods es ofrecer a los clientes lo mejor en productos alimenticios y vinos selectos, asà ­ como lo concerniente a las necesidades relacionadas en un ambiente sin paralelo para el consumidor, (University of Phoenix, 2008, prrafo 3). KFF esta presidida por Kathy Kudler que cuenta con tres gerentes de tienda; Laurie Priest, gerente de la tienda de Del Mar, Juanita Là ³pez y Kent Vesper, gerentes de las tiendas de Encinitas y La Jolla respectivamente. Cada gerente es responsable a su vez por cada una de sus tiendas en particular. Los productos y servicios ofrecidos estn divididos por departamentos tales como: 1. Departamento de panaderà ­a y reposterà ­a recià ©n horneada, que a su vez es dirigido por un gerente y seis asistentes. 2. Departamento de productos agrà ­colas y alimenticios, que a su vez es dirigido por un gerente y dos asistentes. 3. Departamento de carnes, pescados y mariscos frescos, que a su vez es dirigido por un gerente y cinco asistentes. 4. Departamento de quesos, vinos y licores, que a su vez es dirigido por un gerente y un asistente. Como parte de la misià ³n empresarial de KFF, provee las mejores selecciones en sus productos y reclutar el mejor personal para poder ofrecer a cada consumidor una experiencia placentera, se asignà ³ a Ivonne Reynolds como directora de operaciones, la cual recaen las responsabilidades de compras e inventario. Brenda Wagner, directora de administracià ³n y recursos humanos, se enfoca en el reclutamiento de personal diestro y servicial. Finalmente, Harvey Stephens, actà ºa como director de contabilidad y finanzas. El grado de innovacià ³n que KFF hace referencia al desarrollo de sus actividades de negocio pueden maximizarse con el uso del Internet. Cada dà ­a surgen nuevas plataformas que posibilitan a KFF descubrir las funcionalidades y servicios que el Internet ofrece, facilitando que estas ventajas no sean sà ³lo para una pequeà ±a elite. Mediante la planificacià ³n colaborativa entre KFF y sus suplidores, la empresa puede comunicarse y compartir inventarios. De esa forma, los proveedores saben que productos se estn moviendo ms y pueden reaccionar a las necesidades de KFF rpidamente. Un catlogo virtual expone todos los productos y servicios que KFF puede ofrecer y siempre con la flexibilidad de acomodar cualquier orden que los clientes necesiten ubicar. El à ©xito de estas iniciativas demuestra que a veces las soluciones aparentemente mas sencillas para el usuario son las que logran imponerse y que en numerosas ocasiones la creatividad gana la partida a la sofisticacià ³n, (Subirana, 2007). El Internet fomenta la capacidad del comercio electrà ³nico para KFF a travà ©s de reduccià ³n de costos de distribucià ³n, la posibilidad de acceder a nuevos mercados y la posibilidad de un gran impacto en su mercado actual y sobreponer sus ventajas comparativas de servicio y excelentes productos frescos sobre sus competidores. Las barreras de ingreso al mundo del comercio electrà ³nico son relativamente bajas, (Thompson Jr. Strickland III, 2004). El costo de establecer una pgina en el Internet y sus programas bases no son costosos. De esa forma, es ms fcil para KFF navegar por el Internet y escoger diferentes diseà ±os y modificarlos. Esto ayuda a reducir costos de diseà ±o y tiempo del programador. Finalmente, el Internet puede ayudar a maximizar los costos operacionales de KFF mediante el control absoluto de sus inventarios, embarques y ventas diarias. La utilizacià ³n de data real y al segundo, es una gran herramienta para que sus directores y gerentes puedan tomar decisiones sabias y con fundamento ayudando a maximizar los recursos laborales que eventualmente, impactan positivamente a sus clientes. Citas bibliogrficas Daccach, J. C. (July 3, 2007). Opinià ³n-Principal factor para tener à ©xito en Internet; [Source: El Reporte Delta]. NoticiasFinancieras, pg.1. Retrieved September 28, 2008, from ProQuest Newsstand database. (Document ID: 1298857651). Davis, K. Newstrom, J.W. (2003). Comportamiento Humano en el trabajo, (e.11) Capitulo 7: Liderazgo. [Coleccià ³n de libros electrà ³nicos de la University of Phoenix]. Mà ©xico: McGraw-Hill Interamericana, Consultado el 28 de Septiembre de 2008 en la University of Phoenix, rEsource. Herramientas de aprendizaje: Sitio Web del Curso de MBA507. Subirana, B. (April 4, 2007). Second Life, ms all de la tecnologà ­a. Economista. Retrieved September 28, 2008, from Latin American Newsstand database. (Document ID: 1249448021). Thompson Jr., A. Strickland III, A. J. (2004). Administracià ³n estratà ©gica, (e.13) Capitulo 7: Modelos y estrategias de negocios en la era de internet. [Coleccià ³n de libros electrà ³nicos de la University of Phoenix]. Mà ©xico: McGraw-Hill Interamericana, Consultado el 28 de Septiembre de 2008 en la University of Phoenix, rEsource. Herramientas de aprendizaje: Sitio Web del Curso de MBA507. University of Phoenix. (2008). Kudler Fine Foods [Misià ³n empresarial]. Consultado el 28 de Septiembre de 2008 en la University of Phoenix, rEsource. Herramientas de aprendizaje: Sitio Web del Curso de MBA507. Research Papers on Las generalidades de la gestià ³nResearch Process Part OneAnalysis of Ebay Expanding into AsiaGenetic EngineeringTwilight of the UAWLifes What IfsThe Project Managment Office SystemInfluences of Socio-Economic Status of Married MalesPETSTEL analysis of IndiaRelationship between Media Coverage and Social andMarketing of Lifeboy Soap A Unilever Product

Marketing Essay Example | Topics and Well Written Essays - 2250 words - 4

Marketing - Essay Example In additional, traditional techniques such as billboards and catalogues are also recommended. Apart from that modern techniques such as social media advertisement, in store promotion are also recommended pt the company. With such approaches it is expected that Trung Nguyen will be able to reach a good position in UK coffee industry. Table of Contents Table of Contents 3 Introduction 4 The plan 5 Conclusion 11 Appendix 12 Bibliography 14 Introduction It has been recommended that a strategy of franchising is undertaken in importing Vietnamese coffee to the UK market. The prime intention is operate effectively in the UK market and pursue development and focus strategy. On the basis of this a promotional plan has been developed which considers the use of different type of promotional activities such as advertising, sales promotion, public relations and sponsorships. It has been suggested that the in UK market promotional activities such as advertising in magazines and newspapers, broadca sting advertising including television, radio, billboards and catalogues are useful. In addition, it was also suggested that the company should also use social networking websites to promote the product in the UK market. Furthermore, Trung Nguyen Coffee also intends to influence and persuade buy their offerings through premium and discounts coupons, offering samples to show the distinct advantages of fresh coffee and a website that provides information about the company (Trung Nguyen Company, 2013). It is believed that the suggested strategy almost covers all the aspects of marketing and if properly implemented can provide the company with good results. Hence, the recommend strategy is accepted and a promotional plan for the same will be developed through this project. This study will now present a promotional plan which is to be undertaken by Trung Nguyen to promote their product. The promotional plan is responsible for creating awareness about Vietnamese coffee. Hence for this pur pose, this paper will first shed light on the target market for the product and will also underline the way of promoting, selling and distributing the product. A SMART (Specific, Measurable, Achievable, Realistic, Time bound) objective will be also developed to ensure effective implementation of the promotional plan. Furthermore, a rough budget and a timeline for the entire promotional plan will be developed. Lastly, an overall conclusion will be drawn. The plan Target Market It is essential to define the target market clearly in order to develop an effective promotional plan (Hollensen, 2007). It was recommended to the company that they should target niche market segment, especially because other established players such as Starbucks, Costa and Nestle are highly competitive. Moreover, being a new player, it will be difficult for the company to compete with them on a large scale. This is the reason why the company is recommended to cater to specific sections of the society. Trung Ng uyen has been recommended with two different target segments. The first one is people who work and study like wringing professional, students and the second group is the coffee lovers. Target Group 1 Students and Working Professions Target Group 2 Coffee Lovers Product Distribution The distribution of products is another important activity of marketing. There are number of cases where a good product has failed sustain in the market due to poor

Modern Day Slavery in the Middle East Research Paper

Modern Day Slavery in the Middle East - Research Paper Example In other cases, children are obliged to labor as slaves through forced marriages and as child soldiers. Studies show that there are more slaves in the 21st era than during any earlier time. Slavery has been in existence in numerous cultures and it predates inscribed records. The figure of slaves currently continues to be as high as 13million to 28 million. Many of them are debt slaves, mostly in South Asia. The slaves are on debt bondage bought upon by lenders, at times even for decades. Slaves and the work they provided were economically crucial in the pre-industrial communities. This paper will therefore discuss how to end modern slavery in the Middle East. An objector's work is not once done. In 1807March 25th, two hundred centuries ago following vigorous petitioning headed by Wilberforce William, Parliament rendered it illegitimate for British vessels to move slaves and importation of slaves by British colonies. (Denmark actually had passed the same law three years previously, ne vertheless only Danes reminisce that.) In 1948, the United Nations seemed to end what Wilberforce & Co hadbegun. This is signifiedin simple language in the (UDHR) Universal Declaration of Human Rights, Article 4: â€Å"Nobody shall be seized in servitude orslavery; slave trade and the slavery shall be forbidden in all theirtypes.† Slavery was formally a worldwide no-nothis is according to â€Å"The Economist†(Of inhuman bondage par. 1). However, in 2007 no one knew there would be many more servitudes in the domain than ever formerly this is according to â€Å"The Economist†(Of inhuman bondage par. 2). An International Labor Organization report proposes slightly 12.3m. While others say, the total figure is approximately 27m. Majority of slaves are in Latin America and Asia. Kevin Bales a sociology professorat University of Roehampton assesses that the cost of an average slave is $100. The charge differs around the domain, and whereas one couldprocure a 20-year-ol d man plantation worker from West Africa for $50, the charge of a good-looking Ukrainian female in North America couldrun overto thousands. When we contemplate of bondage, we incline to contemplate of the 19th-period â€Å"chattel† diversity—Africans fastened in irons, sold off like livestock and hurled to harvest cotton into the Deep South. Overall, modern suppression does notappear —oroperate —greatly like that. Conferring to â€Å"The Economist†(Of inhuman bondage par. 3) what current slaves dobearsome similarity with their cotton-harvesting predecessors, nonetheless, is they cannot picktheir situation and cannot escape it. The major common type of captivity is bonded labor, wherein labor is procured as reimbursement for a debt. It is prevalent inPakistan, India and Nepal. The whole familymay be subjugated in this manner; typically, they happen to be low-caste and untouchable members of the community. Interest is ratedcovering the original debt sum and the pledge can be passed on from one generation to another. Bonded labor may seem as if it has an intended aspectthat excludes it as bondage. However,rendering to â€Å"The Economist†(Of inhuman bondage par. 3) most bonded laborers bear no preference and their share is in fact that of chattel servitude. Other types of slavery are thriving also according to â€Å"The Economist† (Of inhuman bondage par. 4). In Sudan, children and women are kidnapped and auctioned to government-sponsored guerrillas. In Brazil, farmers clear the forest at

Understanding of culture and cultural differences as fundamental for Essay

Understanding of culture and cultural differences as fundamental for international marketing - Essay Example The researcher states that culture and cultural differences has not only impacted on the effectiveness of firms with respect to international competitiveness, but has also progressively generated negative effects regarding efficient usage of international marketing resources. Success of international firms is basically dependent on their international marketing strategies that incorporate cross-cultural intelligence aspects. Moreover, international marketing professionals continuously seek to understand global cultures and cultural differences that exist in the international specific markets ventured. Understanding cultural variations that exists among customers and target markets is important for developing an international marketing strategy that is universal and covers all customer needs. Application and outcome of professional marketing largely depends on the extent to which cultural differences are evident among customers. Firm’s competitiveness in the international marke t recognizes cross-cultural factors as determining factors with which comprehensive information is gathered from the various markets to enable formulation of best marketing strategies. Generally, cross-cultural analysis in the international market is similar to domestic market analysis, although international analysis places much emphasis on cultural aspects due to cross border cultural variations. However, domestic markets have also continued to diversify their cultures although as much as the international markets. ... However, domestic markets have also continued to diversify their cultures although as much as the international markets. Political, cultural, and social barriers and variation in the international markets have remained significant challenges to multinational companies that fail to recognize variations, and thus need for different business strategies. Nevertheless, international marketing strategies are more complex and sophisticated with respect to cross border variations as compared to domestic marketing strategies (Rugimbana & Nwankwo, 2003, p.331). International marketing recognizes a variety of cultural aspects that define one country’s culture from the other. Culture is defined and differentiated by technologies with regards to timing, moving, storing, analyzing, and producing information, as well as motives, accuracy, types, timeliness of data collection, language barriers, ethical standards, and attitudes of individuals collecting information. Different clients from dif ferent cultures seek to satisfy similar needs in different ways, which constitute cultures and common practice. Marketing professionals need to devise marketing strategies and products that are not biased to a particular culture, and are able to cover all cultural needs in question. Through research and information analysis, marketing professionals are able to understand the different needs of their customers with regards to their cultural variations. Cross-cultural analysis is carried out by relevant marketing professionals on the target markets of the firms they work for. International marketers seek to analyze particular cultures and the differences pertaining to their marketing strategies using relevant models of study and analysis. Here, cross-cultural research models used by

Luke Skywalker Typical Hero :: essays papers

Luke Skywalker Typical Hero â€Å"I want to come with you to Alderaan. There's nothing here for me now. I want to learn the ways of the Force and become a Jedi like my father.† With this statement, Luke Skywalker is already on his way towards a story that is both familiar and different to all heroes. He identifies with several reoccurring traits that many heroes are cast with. Luke is estranged from his natural parents and, as he gets older, finds himself anxious to pull away from his loving foster parents and become a man of his own. After Luke’s foster parents are killed, he decides to help former Jedi warrior, Obi Wan Kenobi, aid the Rebel Alliance in restoring freedom to the galaxy, to learn the ways of the Force, and become a Jedi. Odi Wan becomes Luke’s teacher and is later replaced by Yoda, who has trained Jedi warriors for eight hundred years. Many heroes have to defeat a threshold guardian. In Luke Skywalker’s case, Darth Vador is that threshold guardian. When the Rebels are trying to destroy the death star, Luke is faced with the difficulty of choosing between trusting the Force or a machine to help him dodge Darth Vador’s laser blasts. Han Solo and his sidekick, Chewbacca, play a role in helping Luke here. They surprisingly reappear in their junky pirate ship and shoot down one of Vador’s wingmen. Vador’s other wingman is startled by the oncoming ship and swerves into Darth Vador’s ship damaging one of his wings and sending him spinning out into space. Skywalker’s real training begins after the demise of the Death Star when he goes to the Dagobah system to be trained by Yoda. Here, Luke travel’s into the Star Wars version of a netherworld, a place where both sides of the Force exist. Although it isn’t specified how long Luke is in the Dagobah system, but it appears to be three days. On his second day, Yoda instructs Luke to go into a cave where the dark side of the force is especially strong. Inside, Luke is put to the test mentally when Darth Vador emerges from the darkness. They partake in a light saber fight and Luke slices off Vador’s head. The mask cracks open and reveals Luke’s face. I is an extremely shocking experience for Luke and it also foreshadows Luke Skywalker’s origins. Luke Skywalker Typical Hero :: essays papers Luke Skywalker Typical Hero â€Å"I want to come with you to Alderaan. There's nothing here for me now. I want to learn the ways of the Force and become a Jedi like my father.† With this statement, Luke Skywalker is already on his way towards a story that is both familiar and different to all heroes. He identifies with several reoccurring traits that many heroes are cast with. Luke is estranged from his natural parents and, as he gets older, finds himself anxious to pull away from his loving foster parents and become a man of his own. After Luke’s foster parents are killed, he decides to help former Jedi warrior, Obi Wan Kenobi, aid the Rebel Alliance in restoring freedom to the galaxy, to learn the ways of the Force, and become a Jedi. Odi Wan becomes Luke’s teacher and is later replaced by Yoda, who has trained Jedi warriors for eight hundred years. Many heroes have to defeat a threshold guardian. In Luke Skywalker’s case, Darth Vador is that threshold guardian. When the Rebels are trying to destroy the death star, Luke is faced with the difficulty of choosing between trusting the Force or a machine to help him dodge Darth Vador’s laser blasts. Han Solo and his sidekick, Chewbacca, play a role in helping Luke here. They surprisingly reappear in their junky pirate ship and shoot down one of Vador’s wingmen. Vador’s other wingman is startled by the oncoming ship and swerves into Darth Vador’s ship damaging one of his wings and sending him spinning out into space. Skywalker’s real training begins after the demise of the Death Star when he goes to the Dagobah system to be trained by Yoda. Here, Luke travel’s into the Star Wars version of a netherworld, a place where both sides of the Force exist. Although it isn’t specified how long Luke is in the Dagobah system, but it appears to be three days. On his second day, Yoda instructs Luke to go into a cave where the dark side of the force is especially strong. Inside, Luke is put to the test mentally when Darth Vador emerges from the darkness. They partake in a light saber fight and Luke slices off Vador’s head. The mask cracks open and reveals Luke’s face. I is an extremely shocking experience for Luke and it also foreshadows Luke Skywalker’s origins.