Airplane Accidents, who is Responsible, and do the Victims deserve Annotated Bibliography

Airplane Accidents, who is Responsible, and do the Victims deserve Compensation - Annotated Bibliography Example The article was published on a reputable and as such, it went through a review process, which makes it a credible source for information. Hence, this article is useful in the analysis of who should be held accountable for the airplane accidents. Additionally, it has given some valuable information on the major causes of the airplane accidents compared to other sources in this annotated bibliography. Furthermore, the article is reliable because it gives information about a practical airplane accident, with reference to the Ethiopian airline case. Moreover, as a member of the British Investigation Board, the author has first-hand account and information regarding the causes of airplane accidents and human issues involved such as compensation. The article is very objectives as it explains in detail what the persons responsible for the accident planning to do for the victims of the accident. The article fits the research because it provides the information about the causes of the airplane accidents. It engages in conversation with other sources as it argues about the same issue of the causes of the airplane accident. In addition, it raises the issue of compensating the victims, which is the main focus of my research. The source presents the accident of Boeing737 airplane and focuses on its safety records from the time it was manufactured, as well as the design integrity of the manufacturing company. It gives details on several incidences where the Boeing 737 showed various weaknesses that could have resulted in its accident. Such integrity is demonstrated in areas such as the fuselage skin and the engine design. It further gives the history of the design model since 1960s and how the Boeing manufacturing company had been using the same models, which could have been the cause of the accident.  

Four Seasons Hotels Essay Example for Free

Four Seasons Hotels Essay The Four Seasons Company, as per current financial, seems very profitable and the earnings per share are increasing each year. From 1997 to 1998 EPS increased by 66% and from 1998 to 1999 it increased by 22%, actually from 1997 to 1999, the value has more than doubled. The main reason for the increase seems to be a total net earnings increase of 112% in two years. (See Exhibit # 1 for figures). This is a result of increase in revenues and also because costs increased less than revenues. This indicates that in addition to higher sales, efficiency improvements have been effective as yearly costs for operating items dropped 68% and the interest costs also have decreased by 105%, making it interest income. Based on this information, the company is recommended to continue their emphasis on high personal service and quality for their hotels as the customer base are not price sensitive but concerned about service and luxury. It is important to have non-complaining, satisfied customers as this  group is more satisfied than those where service recovery is needed, even when service recovery is performed at a high level. Also, satisfied customers are more loyal and a key to continue having a financially strong company. A key to this development is to continue to focus on employee satisfaction and employment procedures as this is resulting in low turnover (compared to the industry average), highly experienced and motivated staff and consequently excellent service. Also, the strong financials support FSHs (costly) growth strategy, and would further indicate that the company has the back-bone to support such a strategy. 3.0 Leverage the website for marketing purposes The Four Season Hotel (FSH) should further leverage their impressive website. First, they should maximize the site for mass marketing purposes. For example, the site would allow customers to appreciate all FSH properties, and a customer who has never seen a FSH can view rooms, conference halls, restaurants etc. The website can further provide up-to-date information on vacancies, promotions, city tours etc. This same information could be updated at any time to reflect specials across respective FSH. For instance, the Milan hotel might anticipate low vacancy one week, and could attempt to fill some vacancies by listing a Milan resident special on the site e.g. with a two night stay and get a free dinner in the restaurant. Internal marketing is another great possibility for the FSH, as long as the high tech is followed by high touch, and the system is not used to replace the human element. The intranet site should focus on cost-saving promotions, healthy competition between across respective FSHs, employee feedback pages etc. Management should use the intranet as an additional medium to disseminate information to employees and as a means to obtain information from employees. An easy to use e-commerce site for the hotel would be interesting for select  Four Seasons customers. Again, this should not replace the high touch that the FSH brand is identified with, but rather add another convenience for its customers. For example, some customers like making their reservation via the Internet and having an additional option with regards to making a hotel booking could turn out positively. 4.0 Establish and manage a common customer awareness database The hotel should change the existing database containing guest preferences into a centralized database available to all FHS properties. This should be deemed a high priority. It would be a typical one-time fix to enhance customer satisfaction and for implementation it could leverage FSHs existing intranet platform. The main driver for a change of this sort would be its potential to further improve the FSHs customer service. For example, as existing FSH customers are highly concerned about time there should be no need for them to fill in forms with preferences for each new hotel they arrive at. Also, it would be perceived as impressive for the customer arriving at a new hotel where the personnel would already know their preferences. This would increase the feeling of intimacy and personal touch during the hotel stay and consequently enhance customer loyalty and satisfaction. Additionally, the fact that only 9% of Four Seasons hotel guests are using multiple properties should not lower the importance of making such a change. In fact, 9% of their customer base means that approximately 400.000 customers each year use multiple Four Seasons Hotels. (See Exhibit #1) Also, the positive word-of-mouth this change would bring will most likely increase the number of guests staying at multiple properties. Furthermore, as the hotel has a growth strategy, the number of hotels and rooms will continue to increase and as such enhance the need for the common database. Also, in addition to customer satisfaction, having one database for all hotels would decrease costs for the chain in the long run as it will not have to maintain 50+ different databases. 5.0 Four Seasons management should solicit select feedback from customers. The idea here is quite simple and essentially comes down to ensuring that the hotel maintains its brand. The FSH has done very well by establishing a strong brand and enjoys a high % of repeat customers. Management and employees alike know what the Four Seasons stands for and the experience they aim to offer the customer. That said, and as technology races forward it is important for businesses to leverage it where possible and profitable. The key for the Four Seasons is to leverage it in a way that does not negatively impact their brand i.e. detract from the overall customer experience offered by Four Seasons employees, which is highly personal, intimate and customer oriented. For example, management could solicit feedback from customers as to whether they would use an automated (electronic) checkout service and whether customers view this as something consistent with the Four Seasons brand. This selective feedback could be centralized at first in that it is sponsored by the corporate office (so as to solicit feedback that could be leveraged across all properties) and then tweaked per location to take into consideration cultural specifics etc. Findings could be leveraged across properties and stored in the central database to eventually maintain, reinforce and ultimately improve the Four Seasons brand, customer experience and ultimate profitability. 6.0 Implement a Seasons Pass Loyalty Program Enhancing Customer Loyalty. Implementing a Loyalty program contributes to making guests feeling special, which undoubtedly makes a difference in his or her experience. A loyalty program could even extend to other value chain partners, thereby, allowing for further tracking of guest preferences. Without a loyalty program, FSH loses out on building strong relationships with its guests. As switching costs are minimal, loyalty is low unless a competitor differentiates and thereby increases its odds of attracting return guests. In order to compete successfully within this tier, a reputable brand name is imperative, which also represents a significant barrier to entry for potential new entrants. The common database will undoubtedly enhance the relationships because clients enjoy the sense of community that is established when being part of a loyalty club. Therefore it is important to have mechanisms in place to ensure guests to remain loyal to FSH and choose the company as his or her accommodation provider. To facilitate this, the hotel should introduce a frequent guest card, the Seasons Pass, which will serve two functions: 1. Track guest activities within FSH so that their preferences can be recorded. 2. Allow guests to collect points every time they stay at a Four Seasons property and use them towards service companies affiliated with Four Seasons, creating loyalty as a result. It will also aid individual FSH locations to better understand which facilities within the hotel or resort are the most sought after and will be able to segment the information based on the region of the world or type of consumer (leisure or business). Through partnering with external companies such as high-end car rental companies, airlines, and travel agencies, FSH will be able to offer guests a solution to every decision they may encounter during their stay. Thus the Seasons Pass and the networked database will ultimately be the bridge to building and maintaining positive guest relationships. Exhibit 1: Financial data for the Four Seasons Hotels EOY 1997 to EOY 1999: Exhibit # 2: Number of customers using multiple Four Season Hotels each year * Assumed average coverage rate through the year is based on information in case, The Roccoco New York Hotel by Anna S. Mattila. Using the rate accomplished by the Roccoco New York boutique hotel. ** As no information of number of customers per room is provided, one per room is assumed.

Implementing IMC at lower levels of theoretical models

Implementing IMC at lower levels of theoretical models This report is about the use of Integrated Marketing Communications in the marketing industry, in particular focusing on the various definitions that exist for IMC. My report also investigates why organisations choose not to approach IMC or if they do why they appear to only implement it at the lower levels of the theoretical models and not take it further. I will do this by discussing IMC in a variety of ways and looking at organisations as examples, whilst considering many academics views on IMC and its future from the many journals I have read. Integrated Marketing Communications is the integration of all marketing communication tools and sources from within a company put in conjunction in order to create a campaign that maximizes the impact on consumers with minimal cost. The marketing communications mix is the starting point of IMC and the end aim to achieve is to maintain strong communication throughout the company and customers. The marketing mix consists of the following tools advertising, direct marketing, public relations, personal selling and sales promotion. The goal is to combine all these tools along with the organisations message and other aspects of the marketing mix, in order to overtake any competitors. The definitional concern of IMC has been an ongoing problem amongst the academics. There are a range of various definitions some of which are contrasting, although even those with similar points vary hugely in terms of technique and simplicity. Schulz and Schulz (1998) introduced a new definition which in the opinions of others includes both the current and future features of IMC. This definition emphasises the strategic aspects and refers to IMC as a business process instead of simply the combining of marketing tools. Although this definition is successful Kliatchko believed that for it to be complete it must not limit the scope of IMC to the strategic management of multiple audiences or markets, multiple channels and financial results, as it is therefore leaving out crucial content which is obtained and delivered through the IMC process. Although it could be argued that this is implied in the term marketing communication, Kliatchko felt it was important to be stated also. This new definition also implements the term business process which was previously introduced by Schultz and Schultz (1998). Kliatchko (2005) agrees tremendously with this term and explains that it perfectly describes the core of integration. In addition it also supports the findings of Jones et al. (2004) and Fill (2002) that IMC has advanced from purely being a communication process to a management process. IMC is an audience-driven business process of strategically managing stakeholders, content, channels and results of brand communication programs Kliatchko (2008). One key difference between Kliatchko and the Schultz and Schultz (1998) definition is the use of the term business processes, Kliatchko highlights how it is audience driven on order to reinforce the view that IMC gives to significant publics. Fill concentrates on the relationship with audiences, IMC is a strategic approach to the planned management of an organisations communications. IMC requires that organisations coordinate their various strategies, resources and messages in order that it engages coherently and meaningfully with target audiences. The main purpose is to develop relationships with audiences that are of mutual value (Fill 2005). Whereas Kotler (2003) focuses on how the market is perceived by the public a way of looking at the whole marketing process from the view point from the viewpoint of the customer. There are then extremely opposing viewpoints such as that made by Cornelissen and Lock (2000) that IMC is just a short term management fashion. The concept of integrated marketing communications has become an essential part of the market in terms of communication strategies for companies however due to the definition constantly changing it prevents IMC being developed and understood to a full extent. The changes that have taken place over recent years have highlighted the capability of the current marketing practices. It is viewed that there is a need for change if any future challenges are going to be met. The momentum for this adaptation in the industry has almost certainly been strongest in the larger fast moving consumer orientated organisations. There is no doubt that integrated marketing communication is not easily achieved, and can therefore lead to failure, however when practiced correctly it can have extremely successful results. IMC is a significant and essential theme (Cornelissen and Lock 2001) for a variety of reasons, it is just crucial to consider both the advantages and the barriers. Integrated Marketing Communications involves a great deal of work, although when this effort is put in it brings achievement. It gives the company an edge over their competition which leads to an increase in profit, whilst in the long run it saves money and time due to the planning. IMC has been defined by Kotler (1996) as a technique to produce more consistent and successful communications throughout a whole company. The main benefit of IMC will be to achieve the desired goal of marketing communications by an individual organisation, however well known academics have developed their own lists of specific advantages to using IMC. Linton and Morleys (1995) ten potential benefits of integrated marketing communications are shown below. Creative Integrity Operational efficiency Consistent messages Cost Savings Unbiased marketing recommendations High- Calibre consistent service Better use of Media Easier working relations Greater Marketing Position Greater agency accountability Fig 1.1 (Linton and Morley) Linton and Morley demonstrate ten advantages of the use of IMC here, which gives a guideline to why IMC is to be encouraged and how it will benefit organisations, however some of the points are fairly vague and may be misinterpreted for example unbiased marketing recommendations. Fill (2006) on the other hand only lists eight, but both sets of lists include similar points which demonstrate how confident some academics are in the advantages of IMC. According to Kuczynski (1992), success of integration occurs with consistency in particular in the companys message. Tynan (1994) also believes this and goes on to explain that for IMC to be achieved not only is it through media being combined but he reiterates the importance of the consumer receiving one clear message. A comprehensible message has much more of an impact and will stand out in the mind of a customer over the hundreds of other adverts that surround an individual every day. Un-integrated communications will develop inconsistent messages which will make them less credible. Duncan and Everett (1993) also consider that consistency in the marketing communication elements will prevent any impending conflicts. IMC also incorporates all the various communications in order for the customer to progress through the steps of the buying process and cultivates the relationship with the customers. This relationship ensures a sense of brand loyalty and consumers will therefore feel safer with this particular brand and therefore remain with them. This ability of accomplishing a customer for life is a very strong advantage over competitors. Duncan and Everett (1993) believe that IMC leads to a decrease in media waste and therefore the company gains this competitive edge. This was also reinforced by Linton and Morleys (1995) ten potential benefits. Organisations have identified that it is becoming increasingly harder to maintain consumers loyalty, which is why integrated marketing communications is important in a technique to gain advantage over any competitors. Regardless of huge investments these complicated relationships between a business multiple marketing comms. are not completely understood. Re search shows that the positive effects of combining media for example print advertising and television looks promising and that a change is taking place. Another set of research illustrates that 20 years ago 75% of marketing budgets in America was inserted into mass advertising, whereas today 50% goes towards trade promotions, 25% into consumer promotions and only 25% into advertising, which is a huge decline of 50% (Kitchen, 2003). Money is another issue related to IMC. It saves money in the long run however many organisations do not appreciate the long term values of integrated marketing communications and therefore fail to see it as an investment. This appears to be slowly changing though due to the fact the importance of brand value is becoming more common knowledge. Tortorici suggests that one of the easiest ways to maximise its return on an investment is through the use of IMC. (Tortorici 1991) He would have suggested this for a number of reasons such as agency fees being reduced, as it becomes possible for one agency to handle all the communications, and also because it eliminates replication in various areas in the company such as logos, graphics and photography that the company intends to use. In the industrial product market, IMC frequently takes the form of personal selling with advertising. This combination was seen as beneficial due to the decrease in selling costs (Morrill 1970) and a report comple ted by the McGraw-Hill Corporation in 1987 came to the same conclusion plus the evidence that it also reduced the amount of sales calls to the industrial decision makers. One example of this is IBM, there customer contact costs decreased enormously. (Moretti 1994). Belch and Belch (2001) believe that the benefits of adopting IMC do not just stop at limiting the operating costs but an optimistic attitude and concern for the company are just as significant. Overall all of this would in actual fact reduce the workload and save money long term, however most budgets set in a company are set with only short term in consideration. Despite its many benefits, Integrated Marketing Communications has barriers to overcome just like the money issue just discussed. There are a number of other barriers that authors have identified. For example Ewing et al quoted It has been suggested that departments can develop territorialism because they do not want to change their functional standing. (Ewing et al.,1997.) Schultz also goes on to say that they may be reluctant for this change because of a lack of understanding of IMC (Schultz 1996). This could start to explain why companies do not use IMC when perhaps it would in fact be appropriate for them to. Whats more, problems with implementation and measurement have been exemplified by several authors (Eagle et al., 1998). Implementation of IMC is difficult to achieve but it also hard to distinguish where to start planning wise. It has been discussed whether promotional activities should begin by examining external factors of the customers first. Although this is clearly a barrier, it does not necessarily mean that it should discourage everyone, as practice makes perfect to reach a great outcome. Another issue that has arisen is the structure of companies which makes it difficult for integration. Organisations are generally subdivided in areas, and although joint assignments may help to break down these organisational barriers the hierarchical structures will still be an issue (Gonring 2000). Pickton and Hartley (1998) also agree with the idea that the implementation has proven exceedingly complicated due to these organisational barriers. Integrated communications has not caught on to many companies(Pettigrew 2001), for a number of reasons firstly the barriers of IMC contribute to this, however after the previous discussion there are ways to overcome the barriers and there are in fact more advantages to it so the question is why is it not being adopted. The debate of what marketing communications can accomplish has been a big question for many years (Ambler 2000). I will look at what various practitioners believe and also the main reasons why IMC has not taken off as much as it perhaps should have (Pettigrew 2001). Marketers dont generally seem to like change in regards to new investments and approach to their marketing communications due to a fear of change (Gonring 2000), which is therefore an issue in relation to adopting IMC. Although they may realise that as technology is growing the importance for companies to be organised and consistent is also increasing (Cornelissen 2003). A lack of understanding of Integrated Marketing Communications is also another factor to why IMC is highly recognised but is not necessarily chosen to be used. This shortage of knowledge must be addressed before managers are expected to use integrated marketing. This all stems from the fact that there are many different views on whether IMC is here to stay or whether it is just a fad. Cornelissen and Lock state that IMC is nothing new but only a management fad (Cornelissen and Lock 2000), this is severely disagreed with by most other practitioners who see IMC as the future for example IMC is a new brand concept for the emerging digitalised environment (Shultz and kitchen 2000). There are also so many different definitions which can make it confusing from the beginning, nevertheless with all of these reasons considered the main weakness of IMC still lies in the apparent inability of agencies to measure behavioural outcomes. This major issue of not being able to measure the effects of an integrated campaign is majorly delaying the implementation process and there is a lack of empirical studies into how it could be measured. Indicating how IMC could move into full implementation is a huge concern, measurement and evaluation corresponds to an extra cost to organisations. These organisations will have built up thorough behavioural databases of their consumers; however it would be unfair to access these unless an extremely strong relationship had been developed. Overall, it would seem that integrated marketing communications have developed greatly, but there are still many issues to overcome in order to for IMC to be completed successfully achieved in companies. It is important for this to occur as it has been defined by Chang et al.(1991) that consumers attend more to integrated marketing communication than a normal advertising campaign. One model used is the four pillars of IMC by Kliatchko; these four pillars are the elements on which IMC levels are based, they are content, channels, stakeholders and results. For full implementation of IMC, firms must use all four levels (Schultz and Schultz 1998). Although each pillar is separate there is a present of each of the four levels, just each have their own most prominent section. The end goal of Content is primarily to deliver a consistent message for utmost communication impact (Duncan Caywood 1996).The objective is therefore for the target audience (stakeholders) to receive a clear integrated message. If this desired goal is achieved then integration at the first level has been achieved. A good example of this is Haagen Dazs ice cream. They use experimental appeals to their audience which communicates a sense of fun and pleasure, which is consistent through all of other campaigns. Pillar two is all related to the channels of communication, not just in its general sense but also in the view of the customer, in order to obtain what customers prefer. This allows appropriate content to connect effectively with the audience. The ability to connect with a target audience in a way in which they prefer and deliver the message according to their terms would be successful IMC at this level. BT attempted to do this in their 1998 World Cup Football tournament. They took advantage of the football in order to make their advert more relevant and appealing to the public, this would have made it more interesting for the public who were interested in football but not for the rest of their target audience. The third pillar is applying information technology for the benefit of both the company and consumers. If the company uses IT to gain a better understanding of their customers and then they can manage databases of information. This better knowledge will allow them to obtain better relationships with consumers by combining the other pillars, more targeted messages by their preferred channels. This provides a more profitable future for the company (Schultz and Schultz 1998). Gillette Mach 3 achieved this as they produced an advert that utilised a functional appeal and communicate the brands specific attributes capable of solving consumers consumption-related problems. They therefore took into consideration what they target audience wanted to be delivered to them and how whilst making them a profit, this was successful IMC at this level. The final pillar is strategic integration and results. If a company gets to this stage of integration then they have a good understanding of the demands of integration and what is necessary. Schultz and Schultz (1998) categorise this pillar as the one that allows a company to analyse more precisely the relation between returns and investments made in the marketing communications campaign. This is why this is the fourth pillar, as it is prominently the measurement of results which as discussed earlier is extremely hard to achieve, hence why my organisations only implement IMC at the lower levels of models such as this. Another IMC model is demonstrated below and was designed by Pickton and Broderick (2000). This is a much simpler model; however it does look at how integration starts off tactical and ends up strategic. Bupas recent marketing strategy was to reposition the company and integrate its offering. The core brand proposal Bupa the personal health service was announced through a number of Medias such as TV, press, radio sponsorship and PR. The website was a huge success and played a key role in its integrated communications by offering online quotes and support. This promotion created awareness of the brand and increased their sales. The Group Marketing Director quoted we have succeeded in positioning Bupa as the only dedicated independent health care specialist in the UK. ( Marketing Business 2002) Schultz also developed seven levels of integration model. The seven levels of integration are Awareness of need for IMC the starting point of the model, realisation. Image- consistency between media. Functional Forming marketing communication programmes in order to achieve certain aims. Co-ordinated Personal selling is integrated with other elements in order to continue consistency. Personal selling is directly integrated with other elements of marketing communications to ensure consistency between impersonal and interpersonal forms of communication. Consumer-based Understanding the consumers needs and wants, this is like the second pillar of Kliatchkos model. Stakeholder- recognition of stakeholders after the final customers. Relationship management. A good example of complete IMC that could have applied the seven levels of integration is Coco Cola. It is one of the worlds most famous brand names and was given the title of leading brand recognition in 2003 by the Business week. Coca Cola represents major emotional advantages over all its competitors, whilst given the customers what they want. They are a loyal brand who creates consistent messages across their adverts and their message is always clear. They also produce spectacular adverts and have a strong brand image and logo, therefore they are incorporating lot of the seven levels of integration and it is obvious that they are doing successfully. It is clear that IMC plays a vital role in the industry and everyday more is being learnt and understood. A clearer picture of Integrated Marketing is emerging and therefore future companies will begin to adopt it and take it to further levels of the theoretical models rather than just using it at the lower levels. It was established that due to a lack of understanding, and the rest of the barriers, this is the reason why companies only implement at the lower levels. The difficulty of IMC makes organisations reluctant however in the future if it is the path they must take to develop their company then IMC will evolve. Ambler, T. (2000), Persuasion, pride and prejudice: how ads work, International Journal of Advertising, Vol. 19 No. 3, pp. 299-315. Belch, G.E. and Belch, M.A. (2001), Advertising and Promotion, 5th ed., McGraw-Hill/Irwin, New York, NY, pp. 10, 78-79. Chang, D.-R., Hahn, M. and Ik-Tae K., (1991) Consumer Response to Coupons with Advertising in a Pretesting Context, Working Paper, Yonsei University, Seoul, Korea. Cornelissen, J.P. and Lock, A.R. (2000), Theoretical concept or management fashion? Examining the significance of IMC, Journal of Advertising Research, Vol. 40 No. 5, pp. 7-15. Cornelissen, J.P. and Lock, A.R. (2001), The appeal of integration: managing communications in modern organisations, Marketing Intelligence Planning, Vol. 19 No. 6, pp. 425-31. Cornelissen, J.P. (2003), Change, continuity and progress: the concept of integrated marketing communications and marketing communications practice, Journal of Strategic Marketing, Vol. 11 No. 4, pp. 217-34. Duncan, T. and Everett, S.E. (1993), Client perceptions of integrated marketing communications, Journal of Advertising Research, Vol. 33 No. 3, p. 30. Duncan, T. and Caywood, C. (1996), The Concept, Process, and Evolution of Integrated Marketing Communication, Laurence Erlbaum Associates, Hillsdale, NJ. Duncan, T.R. Caywood, C.L. (1996) The concept, process, and evolution of integrated marketing communications, in Thorson, E. Moore, J. (eds) Integrated Communication: Synergy of Persuasive Voices. Mahwah, NJ: Lawrence Erlbaum, pp. 13-34. Eagle, L., Hyde, K., Fourie, W., Padisetti, M. and Kitchen, P. (1998) Revisiting the Concept of Integrated Marketing Communications: Contrasting Perceptions Between Marketers and Advertising Agency Executives, paper prepared for 3rd International Conference on Marketing and Corporate Communication, University of Strathclyde, Glasgow. Ewing, M. T., de Bussey, N. and Ramaseshan, B. (1997) The Power and Politics of Integrated Marketing Communications, Curtin Business School Working Paper, November, 1-18. Ewing, M.T., Du Pleiss, E. Foster, C. (2001) Cinema advertising re-considered. Journal of Advertising Research, 41(1), pp. 78-85. Fill, C. (2002) Marketing Communications: Contexts, Strategies and Applications (3rd edn). London: Prentice Hall. Fill, C. (2002), Marketing Communications, Contexts, Strategies and Applications, 3rd ed., Prentice Hall Europe, Hemel Hempstead, p. 32. Fill (2006) Lecture Slides, MKT2011. Gonring, M.P. (2000), Global megatrends push IMC concepts to forefront of strategic business thinking, Journal of Integrated Communications, Vol. 2000-2001, pp. 15-18. Holm, O. (2006), Integrated marketing communication: from tactics to strategy, Corporate Communications: An International Journal, Vol. 11 No. 1, pp. 23-33. Jerry Kliatchko. (2008). Revisiting the IMC construct: a revised definition and four pillars. International Journal of Advertising. 27 (1), 1-13 Jones, G.S., Li, T., Kitchen, P.J. Brignell, J. (2004) The emergence of IMC: a theoretical perspective. Journal of Advertising Research, 44 (1), pp. 19-30. Kitchen, P.J. Schultz, D.E. (1999) A multi-country comparison of the drive for IMC. Journal of Advertising Research, 39(1), pp. 21-38 Kitchen, P.J. Schultz, D.E. (2001) Raising the Corporate Umbrella: Corporate Communication in the 21st Century. New York: Palgrave Publishers Ltd. Kliatchko, J.G. (2005) Towards a new definition of integrated marketing communications (IMC). International Journal of Advertising, 24(1), pp. 7-34. Kotler, P. (1996) Principles of Marketing, 7th edn, Prentice Hall, Englewood Cliffs, NJ. Kotler, P. (2000), Marketing Management, 10th ed., Prentice-Hall International, London, p. 7, 19. Kuczynski, A. (1992) Beyond Advertising, Towards Integration, Marketing, 13, 50-53. Linton, I. And Morley, K. (1995), Integrated marketing Communications. Oxford: Butterworth-Heinemann. Marketing Business (2002), Strong Vital Signs, September 14. Moretti, P. (1994) Telemarketers Serve Clients, Business Marketing, April, 27-29. Morrill, J. E. (1970) Industrial Advertising Pays Off,Harvard Business Review, March/April, 4. Pettigrew, L.S. (2001a), If IMC is so good: why isnt it being implemented?, Journal of Integrated Communications, No. 35. Pettigrew, L.S. (2001b), If IMC is so good: why isnt it being implemented?, Journal of Integrated Communications, No. 36. Pickton, D. Hartley, B. (1998) Measuring integration: an assessment of the quality of integrated marketing communication. International Journal of Advertising, 17(4), pp. 447-465. Schultz, D.E. Schultz, H.F. (1998) Transitioning marketing communication into the twenty-first century. Journal of Marketing Communications, 4(1), pp. 9-26. Schultz, D.E. Schultz, H.F. (2005) Measuring brand value, in Tybout, A. Calkins, T. (eds) Kellog on Branding. New Jersey: John Wiley Sons, Inc. Tortorici, A. J. (1991) Maximising Marketing Communications through Horizontal and Vertical Orchestration, Public Relations Quarterly, 36, 20-22. Tynan, K. (1994) Multi-channel Marketing: MaximisingMarket Share with an Integrated Marketing Strategy,Probus, Danvers, MA.

Clear Lake :: essays research papers

I looked ahead of myself, letting my feet do the work, for a moment. The trail seemed so distant and lengthy in front of me. The blue sky filled with scattered puffy, white like cotton clouds. The long grasses tickled at my legs, which were covered with nothing more than my shorts. My boyfriend and I were on our annual hike to Clear Lake. An obviously attractive name for a beautiful body of water. Clear Lake was an icy cold from the glacier run off but after a 2 day hike up a mountain ridge it always seemed enjoyable and refreshing. The lake itself was surrounded by magnificently smooth boulders, which I was told, became so soft to touch from glaciers.The water was undeniably clear and inviting, covered by small pebbles at the bottom and little ripples on the surface. On one side of the small,clear lake was a discreet beach away from the trail. But the lake itself was very discreet at the most people I would ever see is maybe 1 or 2 in a day. Todd, my boyfriend, and I lay on the beach the years before in each others arms. Watching as insects passed over our heads and the world turned while the cotton clouds moved from left to right.It surprises me that we are up here so soon considering the nightmare we experienced the previous year. I sighed and dared to reach back into my head and pull out the dreaded memories I had tried to neglect.The night was young but Todd and I had been hiking all day. Our feet ached along with many other body parts. We built a fire and were up past the lake because we decided to explore a little bit further up, considering we both had some extra days off of work. The winter had been a cold one and there seemed to be little snow melting because the lake appeared low. I felt a chill descend through my body and my hair stuck straight up out of every hair follicle in my body. Leaning back, I took notice to the moon and saw how crisp and serene the mountain sky was. I always loved looking at stars when I went camping, there are so many more to see to the naked eye. The milky way was so easy to see, it looked as though someone had accidentally spilt glitter on a piece of black construction paper. Clear Lake :: essays research papers I looked ahead of myself, letting my feet do the work, for a moment. The trail seemed so distant and lengthy in front of me. The blue sky filled with scattered puffy, white like cotton clouds. The long grasses tickled at my legs, which were covered with nothing more than my shorts. My boyfriend and I were on our annual hike to Clear Lake. An obviously attractive name for a beautiful body of water. Clear Lake was an icy cold from the glacier run off but after a 2 day hike up a mountain ridge it always seemed enjoyable and refreshing. The lake itself was surrounded by magnificently smooth boulders, which I was told, became so soft to touch from glaciers.The water was undeniably clear and inviting, covered by small pebbles at the bottom and little ripples on the surface. On one side of the small,clear lake was a discreet beach away from the trail. But the lake itself was very discreet at the most people I would ever see is maybe 1 or 2 in a day. Todd, my boyfriend, and I lay on the beach the years before in each others arms. Watching as insects passed over our heads and the world turned while the cotton clouds moved from left to right.It surprises me that we are up here so soon considering the nightmare we experienced the previous year. I sighed and dared to reach back into my head and pull out the dreaded memories I had tried to neglect.The night was young but Todd and I had been hiking all day. Our feet ached along with many other body parts. We built a fire and were up past the lake because we decided to explore a little bit further up, considering we both had some extra days off of work. The winter had been a cold one and there seemed to be little snow melting because the lake appeared low. I felt a chill descend through my body and my hair stuck straight up out of every hair follicle in my body. Leaning back, I took notice to the moon and saw how crisp and serene the mountain sky was. I always loved looking at stars when I went camping, there are so many more to see to the naked eye. The milky way was so easy to see, it looked as though someone had accidentally spilt glitter on a piece of black construction paper.

Let Me Not to the Marriage of True Minds Admit Impediments

NAIFAN CHEN ESSAY: LET ME NOT TO THE MARRIAGE OF TRUE MINDS Shakespeare’s sonnet â€Å"Let me not to the marriage of true minds† elucidates Shakespeare’s thoughts and opinions on the theme, love. The poet describes how true love is eternal, how it can stand up to time and the way it resists negative inducement. During the sonnet, the poet changes the mood and atmosphere from somber to emotionally positive. Shakespeare uses many language techniques -such as metaphors, repetition and enjambment- to do this.Shakespeare begins the first quatrain with a statement, â€Å"Let me not to the marriage of true minds/Admit impediments†. It briefs the reader on what the sonnet is about and sets a scene for future development. The use of the negative, ‘not’, emphasizes that the poet wants to deny the truth. The negative also creates a slightly austere atmosphere. Through this and the synecdoche â€Å"marriage of true minds† it is shown that the poet envisions true happiness but there is something about what is happening that is troubling him.The enjambment applied here by Shakespeare is especially effective as it conveys a feeling of importance of the supposedly unwelcome information he is about to disclose; although he says he is not going to ‘Admit impediments’ –in this context, obstacles in the way of love. The caesura in the middle of line 2 gives the next statement a feeling of emotion and provides substance. The enjambment for the sentence â€Å"Love is not love/which alters when it altercation finds† gives an impression of true lovers being truthful to each other.Shakespeare has shifted the mood from one bordering on the negative to a more positive one. The constancy used in this line and the next, â€Å"Or bends with the remover to remove†, ascertains the fact that definite love does not change. The colon put to use at the end of this quatrain is indicative that in the following quatrai n the poet will describe in detail a situation. The second quatrain uses metaphors portrays love as many model things, an unerring point in the sky and being of immeasurable value. The exclamation, â€Å"O no! † informs us that true love is really not what he had written before.Shakespeare proclaims love to be; â€Å"It is an ever fixed mark/ That looks on tempests and is never shaken†. The positive â€Å"it is† used here differs from the negatives used before and accentuates the depiction of love’s actual form. Additionally, this line is also a deep metaphor in itself, meaning that love is an ever-fixed point that is unaffected by any storm. The semi-colon introduces another metaphor, â€Å"It is the star to every wandering bark†, which is a reference to how boats during that time were called barquentines, or barks, and how sailors used stars to navigate.This metaphor compares love to a paragon which all people look up to. The continuation of this metaphor, â€Å"Whose worth’s unknown, although his height be taken† declares that the love can be compared to in terms of other qualities but in itself has unfathomable value. This quatrain is actually an extended metaphor which Shakespeare has cleverly concealed. Within the third quatrain Shakespeare personifies love as something able to withstand the force of time. As â€Å"Love’s not Time’s fool† clearly reveals to us, the poet reckons love to not succumb to the effect of time.The synecdoche, â€Å"Though rosy lips and cheeks†, together with the line â€Å"Within his bending sickle’s compass come† expresses that everyone, even the most perfect and beautiful, will one day die. The hard consonant sounds used here stress the importance this. This is also a hidden metaphor for which Death is compared to putting in use his scythe to reap us humans, i. e. kill, albeit only eventually. The next two lines, â€Å"Love alters not w ith his brief hours and weeks, / But bears it out even to the edge of doom† is an allusion to love standing its ground even in the wake of Doomsday.This quatrain effectively illustrates love as a thing that endures all hardship; reinforcing the extended metaphor of the previous quatrain. In the final couplet, Shakespeare makes a witty declaration. The final two lines of this sonnet create a sort of paradox, as he writes â€Å"If this be error and upon me proved, / I never writ, nor no man ever loved†. As he has written much more than any other person, Shakespeare will theoretically not be wrong.The phrase â€Å"Nor no man ever loved† has deep emphasis on the negative â€Å"nor†, suggesting that he should somehow be sad but is not. Shakespeare ends the sonnet on a rather melancholic tone. Ultimately, Shakespeare expresses his own feelings and opinions through the sonnet. His usage of language techniques helps him do so. Love is shown to be not only a qualit y, but it is personified as a perfect, unchanging thing, unaffected by time. Shakespeare has really proved himself to be a prolific writer and extraordinarily capable poet as result of this sonnet.

Health and Social Care Level 3 Essay

Objectives: All learners should be able to define basis of discrimination. All learners should be able to explain basis of discrimination Most learners should be able to demonstrate discriminatory practice Some learners should be able to describe effects of discriminatory practice. Basis of discriminatory Culture A person’s culture is important to them and identifies who they are in the world. In health and social care profession, respecting a person’s culture is important for all concerned. It also important to health and social care professionals because they see the benefits of their care value base which underlines respecting and individual’s culture Disability In health and social care you will work or support people with various disability. This disability Act status it unlawful to discriminate against someone has disability. Are covered include: employment, access to goods, facilities and services of organisation, education etc. Age Age discrimination happens when someone is treated unfavourably because of their age without justification or harassed because of their age. Controversies regarding dispensing of expensive drugs to older people because of shorter life expectancy. Denying a person a drug is illegal. Social class Our social class is apparent from where we live. The higher the class the better place is kept and maintained. The poor are more likely to get cancer than the rich and their chances of survival are poor. Human rights emphasises that everyone should be treated equally and with dignity no matter of their circumstances. Gender A person cannot be discriminated because of their gender. Health and social service should not discriminate unfairly due to a person’s gender. Equality rights of access, health and social care rights must be adhered to. Sexuality Sexual orientation can be referring to a person who is attracted to another person of the same sex. E.g. gay and lesbian. Discrimination against someone due to their sexual orientations against the law. Health status Taking into account the cost of treatment and the expected quality of life after treatment and overall life expectancy, people taking these decisions should always keep their own assumptions and prejudices. Family status This is lead to a variety of discriminations: against gay/lesbian parents, single parents, parents of different genders, parents from different race with mix race children and other family grouping