Evaluation Of The One Sony Strategy

Evaluation Of The One Sony Strategy The following report contains about the Sony Corporations new strategy implementation called One Sony which is a new structure for the top management of the company where the company is making changes to drive revitalisation and growth. The report further discuss about the extent to which the strategy fits the Sony Corporations current capabilities to face external challenges and achieve the objectives. In addition to that, the suitability and the feasibility of the strategic decisions arising from the implementation of this strategy are also discussed. In order to do the above the report is guided through three stages which is analysis of strategic position internally and externally which is the research content, strategic choices and decisions by applying relevant theories and implementation of the strategy. Finally considering all of the above a critical opinion or a perspective will be made with relevant justifications and in respect to the Sony Corporation. Analysis of strategic position In order to identify the external environment in which Sony operates a PEST analysis could be done which will be as follows; When the political aspects are looked in to it is evident that they are changing at all times. The government has the power as stated in Henry (2008) to impact the operations of Sony through changes in policies and regulations. On the other hand better sales could be achieved by Sony due to the reduction in liquidity crisis and recession. But by doing so the number of competitors Sony has will increase significantly. In addition to that, the government can create laws which will have an impact on policies in the global context. When economy is considered it is currently not is a good position where it has faced recession recently and has a negative economic growth. Due to this there can be significant changes in the exchange rates and interest rates. Sony should make sure that they are aware of any government restrictions on trading and exchange rates as Sony is an international company where these restrictions would affect Sony negatively. As for the social factors Sony is expected to perform well. That is because of the reputation they have obtained through their quality products and services as per William and Green (1997). Sony should make sure that they develop revolutionary devices at regular intervals to retain and hold on the customer and may be attract new customers. It is also important to understand the perspectives of the public where they can introduce products which match the expectations of their customers. Towards technological aspect Sony Corporation should put more attention as they work in that industry with high technological usage. The productivity level of the company depends on the level of technology used. Therefore Sony should make sure that they use upgraded technology to have high level of productivity and to be efficient. Use of technology is also important to Sony Corporation to research and develop new products which matches the expectations and choices of the customers. Next would be to identify the internal environmental factors which should be considered when developing a strategy for Sony according to Drejer (2002). Prahalad and Hamel core competencies model and Michael Porters value chain could be used to do the analysis as follows; Sony has created a reputation and a brand name which has a high recognition in the technological industry. But at present they are having a hard time which is why they are coming up with a new strategy call Sony One. The strategies implemented by Sony previously are outside in as well as inside out. Out of these one was to develop mini-series of their products in order to grow their core competencies where they require high level of technology, human resources such as engineers and marketers. In addition to that the customer needs should also be looked in to through market research for the success of a strategy. Sony had required all the resources which allowed them to be success in almost all the strategies they implemented. But the uniqueness of these resources or competencies as stated in Enders (2004) is questionable. Sony also had an aim of manufacturing customer oriented products which they believed will help the company to increase the competitive advantage and will also create more value adding activities. Sony also implemented a strategy of diversification which is to add value to the processes of the organisation. Also taking risks and learning from mistakes is one of the unique factors done by Sony which is also an advantage. After both the internal and external analysis is done the internal strengths and weaknesses as well as the external threats and opportunities need to be identified for the SWOT analysis to be completed. The strengths as recognised above are the fact that Sony is trying out unique strategies as per Hitt et al. (2010) such as miniature products as they are available to the required technology and engineering. Sony being diversified is also unique to the organisation which creates core competencies. In addition to that, taking risks when introducing new products and making mistakes, moreover learning from these mistakes without breaking down the operations is another major strength which is unique only to the Sony Corporation. As for the weaknesses it would be a fact that the resources such as technological staff, engineers and marketers are not being unique to Sony in the todays technological industry. Sony not being able to differentiate the level of skills required within the organisation is a weakness which would affect the company in the years to come. One reason would be the technology being outdate very quickly at present and the industry being very competitive. The opportunities that are arising from the industry would be corporate political activities with the government where Sony operates which will give the support of the government policies in favour of the operations that is being carried out. In addition to that, identification of new customer groups and new customer expectations through the customer oriented strategy as per Beloff et al. (2005) and delivering products which matches those choices would allow Sony to exploit opportunities arising from the external environment. Lastly the threats that are arising from the external environment could be identified. The fact that the industry in which Sony is operating is being innovative and fast moving is making the company to adapt to the situations and move forward with a lesser time. Companies like Apple and Samsung is creating a rivalry where technology is becoming outdated almost every day. Moreover, the rival companies are introducing new products to market with lesser lead time which increase the threat arising towards Sony. Strategic choices and decisions The development of strategic choices is a critical stage for Sony where they need identify their capabilities, resources and requirements as per Johns and Saks (2004). There are three main focus areas under this stage. Deciding how Sony could achieve competitive advantage Identifying possible directions through which Sony would enter a market and the types of products and market it should enter or leave Deciding in methods of growth with in the market Deciding on the basis of competitive advantage When deciding how Sony Corporation could compete in a market or create a basis for the customers to want to buy their products the following options are visible as stated in Daft et al. (2010). These are also known as Michael Porters generic strategies. Be a low cost provider of goods and services or in other words providing products at a budget price. This is not suitable for Sony as they require high research and development cost to come up with new products where selling at a lower price would be difficult. Being a high value adding market player or a differentiator is another option. According to this type of a choice Sony can build in a higher level of value in the products or devices they offer by the company. Following a focused strategy is another option. A choice made by Sony Corporation to provide a device targeting a smaller number of customers, such as coming up with a special edition of an existing product. Strategic Direction This is where the Sony Corporation decides how it would grow in to the future entering different markets and using its strengths. When deciding on strategic directions available for the organisation the Ansoff matrix can be used according to Ewy (2009). The matrix identifies growth possibilities for Sony based on the dimensions of markets and products. https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjB-5rrhtRuVEV_PepV6Fcw_Fu3A_8UWddGfqxsj83KsByGasSMFm2QuyuYqlGGjGNXp54dCQyC163U8OvX3TPs78KIVOzfOwqjTgUb3ZkZaQJn4jZiK1Nyr6q2cuBXmnWOcptHq4T9Z3Q/s320/Ansoff+Matrix.jpg Figure 1.1: Ansoff Matrix [Source:http://www.marketing-equity.com/2011/09/few-examples-of-ansoff-matrix.html ] Market Penetration: This is where the company would grow internally into existing markets by aggressively promoting its existing devices and products with in them. Sony could promote their Sony Xperia with in the UK market. Product development: This is where the company would develop new products for the existing markets and generates more sales from them. Sony could develop new models of Sony Xperia to sell in the UK market. Market development: This is where the company would develop new markets for its existing products such as Sony Xperia being launched in China Diversification: This is where the company would enter a completely new market according to Freeman (2010) with a completely new product or a device. Sony entering in to the Laptop market where it provided Sony Vaio would be diversification. Strategic methods With the selected growth directions the Sony Corporation can use many different methods in order to grow and achieve their goals. Internal development: This is where Sony growing through its own resources where the case of Sony Vaio appeared according to Mahadevan (2009) Takeovers or acquisitions: The Sony Corporation might buy over another company and use its products and technologies for growth. Sony taking over Colombia pictures is a perfect example Strategic alliances: Sony Corporation would grow by linking and partnering with other organisations. Franchises also fall under this category. Sony forming an alliance with Olympus would be an example here Out of the choices that were generated the organisation should pick one or more options based on the SAF model which is the strategic decision making Suitability: Selected growth directions and methods should match with the Sony Corporations brand image and reputation Acceptable: Selected options should be approved by the shareholders and be in line with their thinking and expectations Feasibility: Strategic choices that were selected should be financially viable for the company. As the above stated methods the strategic options will be generated according to Vos (2004) and chosen in order to implement the most correct strategic option or options. Implementation Putting strategy in to action Before a strategy is being implemented Sony should understand the culture of the organisation, the management as well as the leadership styles. McKinsey 7S Framework 7S model Figure 1.2: Mckinsey 7S model [Source: http://b4tea.com/information/mckinsey-7s-framework-7s-model/] The 7S model developed by the Mckinsey consulting group identifies seven different elements that lie at the heart of a culture of the organisation. Hard Factors These refers to non-human type of elements as stated in Egan (2007) which has an impact on culture Strategy: The direction followed by Sony in order to achieve the goals and targets of the business as explained above Structure: The organisations structure or how the lines on authority are arranged with in the company, how decisions are made and whether the communication channels between top and bottom levels are long or short will affect the culture Systems: The level of control that exists within the company such as the budgeting and management accounting controls as well as controls on processes will have an impact on the culture of Sony Soft Factors These are more of human related factors that affect the culture of Sony Skills: The talent and abilities of people and whether all staff members have equal levels of skill as per Cole (2001) or a few members have a high level of skill on whom the others will depend decides on the nature of the culture Staff: The nature of the attitude of staff members as well as their individual cultures will have an impact in the overall organisation Style: The style of management by the superiors will have a direct impact on the culture of the organisation. Leadership style Sonys co-founder Akio Morita was following was based upon the values, imaginations and beliefs of his which is now being changed by the new strategy One Sony Share Values: Organisations will have a common set of values and beliefs which are followed by all the employees and is given top priority when Sony does it operations After considering the above factors and understanding them the implementation of the strategy will be successful. In addition to that, understanding of the leadership style with in Sony is also important. For that, the Likert four systems of management which identifies four leadership styles as stated in Harrison and John (2009) ranging from the extremes of being job centred and employee centred can be used. figure Figure 1.3: Likert four systems of management [Source: https://www.ncjrs.gov/policing/corr177.htm] Exploitative Authoritative: This is where as stated in Waters (2006) the leaders are highly exploiting the lower individuals and there is a very high distance between higher level and lower level individuals Benevolent or Somewhat Authoritative: There would be still a high distance between the higher level and the lower level management, but the leaders will be believe in that they are acting in the interest of the rest of the individuals with in the Sony Corporation Consultative: This is a more employee centred approach where by the leader would be listening to others but will not always follow their comment or ideas Participative: This is where the leader will get the others involved as well and the final decision that is made is one that everyone agrees with and no single handily made by the leader. This is the most extreme employee centred leadership approach according to Daft and Marcic (2010) Once strategies have been planned and choices made also understanding the culture and leadership styles it needs to be implemented through a series of programs. Tactical programs: Programs run at a middle management level such as training programs Operational programs: This refers to the daily activities happening with in an organisation with a focus of realising the company strategy The Sony Corporation should now select one out of the two above to implement the strategy of One Sony by considering the culture of the organisation and the management styles. Review and control is also required as stated in Grunig and Gaggl (2011) where the organisation would check if the strategic path implemented is correct one by looking into following aspects; Is the strategy allowing the achievement of the objectives stated initially Since the consumer electronics environment keeps changing dynamically and strategy implementation is based on an environmental scan done earlier it should be checked if current strategies match the environment Conclusion The above report contains about the Sony Corporations new strategy implementation called One Sony which is a new structure for the top management of the company where the company is making changes to drive revitalisation and growth. The report further contains about the extent to which the strategy fits the Sony Corporations current capabilities to face external challenges and achieve the objectives through PEST, core competencies and SWOT analysis. In addition to that, the suitability and the feasibility of the strategic decisions arising from the implementation of this strategy are also included with reference to the SAF model. The report is guided through three stages which is analysis of strategic position internally and externally which is the research content, strategic choices and decisions by applying relevant theories and implementation of the strategy where theoretical as well as practical aspects has been applied. Finally considering all of the above it is clear that the strategy implementation of One Sony is dependent on the above stated factors and because of that the implementation is successful.

Gap Marketing Strategy Essay

The Gap is a clothing company that specializes in contemporary, urban clothing with a mid-range pricing scheme. They have stores located all over the globe in countries such as the United States, Canada, France, Germany, Japan and the United Kingdom. Gap was founded in 1969 by a real estate developer who was in search of a well-organized and well-stocked jeans store. The store was named after â€Å"the generation gap† and originally sold Levis jeans. In 1974, they developed their own private clothing label and by 1991 began selling only their private label brand. Gap introduced its website in 1997. The following year, in 1998, Gap’s stock increased 138.4%. In 2000, though, their stock fell 44 %. (http://www.thestreet.com/_yahoo/funds/gutcheck/1335261.html) Clothing is a basic and necessary need, but the companies in Gap’s market segment produce items that satisfy more than this basic need. Their customers are looking for style and quality at a reasonable price. In this specific market segment, major brand forces dominate the retail clothing industry: brand recognition is incredibly important. Some major players in this industry who are specific competitors of the Gap are J Crew, Abercrombie & Fitch, American Eagle Outfitters, Structure, and The Limited. These companies target the same markets as the Gap and produce similar styles. The strengths and weaknesses of each player in this industry are largely indistinguishable. J Crew stands out with a strong catalog channel. However, their bricks and mortar presence is weak, which is a problem when bricks and mortar retail reels in nine out of ten dollars spent by the average consumer as noted at www.retailindustry.com. But within their â€Å"young urban† microcosm, the Gap stands out with an innovative and changing product line: Abercrombie & Fitch, American Eagle, Structure, and the Limited have very specific styles that remain constant year after year. The competitive forces, as explained in Porter’s framework, apply to the retail industry in all the five areas of rivalry, supplier power, substitutes, buyer power, and entry barriers. In regards to rivalry, there exist no exit barriers, causing more compeitition. Product differences are few which leads to low switching costs for consumers who can easily shop around. With these low switching costs, substitutes play powerful roles. If consumers can find similar products elsewhere from other competitors, price  becomes a strong determinant in the final purchase. Supplier power is high. For example, suppliers can exert strong influences on the producing industry by selling raw materials for clothing manufacturing at a high price. While suppliers yield substantial power, the buyer’s role is weak because of fragmentation. Finally, barriers to entry include: economies of scale, high capital requirements for stores, raw materials, and production requirements, and strong brand equity due to consumer brand consciousness and loyalty. Value is created and delivered in the fashion industry through an intricate structure of channel distribution. A visual description of a typical fashion company’s value web is attached as Exhibit 1. Although the value web as an entity is influential to customers, several facets tend to have the most impact. Designers are obviously one of the core aspects that affect a customer, as people want clothing that appeals to their particular tastes. This leads to the display and availability of clothing in the actual fashion stores such as Gap. Displays need to incorporate attraction to the products as well as show off the trends of the moment. Also, manufacturers greatly influence the final quality and price of a product, which are often a core concerns for consumers. In today’s economy, efficient and quality manufacturing are essential to the success of a fashion retailer. Another key node on the value web is the logistics supplier. In the Internet e-tailer environment, having a strong relationship with efficient and trustworthy suppliers is extremely important for success. Fashion retailers should strengthen these key players in the value web in addition to using their core value concepts in order to utilize the Internet to its full potential. For Gap, there are two value concepts that are especially vulnerable in an Internet economy. First, the fashion industry has low switching costs and decreased loyalty online. Whereas many Gap customers were loyal simply because they had few other choices, now those same customers have more opportunities to â€Å"shop around†. Gap stores are located all around the country in almost any mall. A typical consumer may only have access to the stores that are located nearby. Now the Internet has made every e-tailor available to anyone, anywhere, from low-end to high-end. Second, the Internet has changed service, credence and experience. One of the advantages of going to a Gap store is the level of service that you receive and the experience that you get. This level of service can never be replicated online. In addition, another problem with online fashion retailers is that the customer cannot try on the articles of clothing. While this may be a problem with new customers, it is not an issue with previously established customers. Otherwise, the Gap’s value concepts can only be enhanced online. Clothes can easily be delivered directly to the consumer from Internet sales. Also, transaction costs can be reduced: for every sale online, Gap does not have to maintain bricks-and-mortar stores, hire personnel, or bear shipping costs. While these costs may be minimal right now, as online sales grow, this may have a serious impact on Gap’s bottom line. An additional benefit of Gap’s online store is ease of searching for particular products. The apparel industry is constantly changing. Therefore, marketing strategies and diverse customer segments are also transforming. Key industry trends for the year 2001 include: moves to multi-channel retailing, importance of profitability on the Internet, and a continued interest in using technology to improve bottom line, as explained at www.retailindustry.about.com. Customers have particular needs and wants that are shaping the demand for higher quality at lower prices. And with the new Internet environment, consumers want easy access to price comparisons and demand the latest trends. Since the online world is fast-paced, consumers believe that trends should turn over quickly. Now that more people are shopping online, they demand and expect convenience as well as quick and timely delivery of apparel goods. Consumers are looking to the Internet for information on apparel more than they previously did. They search for price comparisons and shop around the web to look for sales. Many consumers search for clothes online and then go to try on the clothing offline. In some other cases, if consumers cannot find the desired article of clothing, they venture onto the Web. Finally, in the new Internet apparel environment, awareness of brands is enhanced for established companies. On the contrary, newer apparel  companies may struggle gaining awareness in a medium that constantly floods consumers with new products. The absence of brand equity creates difficulties for new companies in this industry. Few brands carry the clout Gap does to the online world. As evidenced at www.business.com, Gap, with only two other retailers, was considering one of the top 20 online Internet merchants. Intermediaries (i.e. manufacturers and retailers) in the apparel industry are transforming to become more customer conscious. By incorporating technology, companies are able to make the brand more accessible to the customer while creating a stronger image of the brand. This technology enables domestic and foreign manufacturers and inspectors to communicate more effectively, efficiently, and frequently. Previously, the telephone and fax machine were the primary means of communication among intermediaries, but now information can be exchanged in a cost-efficient and instantaneous manner through the Internet. As noted in the March 30, 2001 Credit Suisse First Boston Corporation review, the overall apparel industry trend appears that many teen and young adult retailers â€Å"are heading towards the Gap’s core territory . . . the casual preppy theme.† For example many retailers have offered up colorful polo shirts since February, which stands to hurt Gap sales because they have only just begun offering the same polos. What has recently been happening is that Gap has come into fashion trends late and finds itself at the tail end of a hit. For years Gap has been the store to go to keep up to date on trends, but recent events point to its slipping from being the number one trend leader. Competitors such as Abercrombie and Fitch and American Eagle Outfitters have been able to tap into the fashion trends early and reaped a large share of the sales. A March 19, 2001 Credit Suisse First Boston Corporation analysis explains this phenomenon further: â€Å"market intelligence is better than ever . . . Retailers attend fashion shows . . . interpreting what they see for their customers.† Therefore, the newest strategy in the competition game is for a company to find the hottest trend the earliest and quickest, and market the trend heavily before any other store or brand can do the same. New and existing companies in the apparel industry are forced to adapt their marketing mix in response to the new Internet environment. Products must be developed faster in order to cater to the fast-paced demands of today’s Internet consumer. Many big players in the fashion industry are recognizing the need to turn over the trends faster in today’s technology-driven economy. This is because consumers demand new fashion trends faster than they did in the offline world. Also, the Internet allows consumers to price shop more than they would in the offline world. Therefore, fashion companies must realize that price competition is more prevalent online. Furthermore, channels must be structured online differently than they would be in the offline environment. In the new technological world, shipping and manufacturing have become bigger players in the value web than previously. Retailers must develop strong relationships with key shipping suppliers and increase efficiency in manufacturing facilities. Finally, fashion e-tailers must utilize the new Internet environment to improve customer service and transactions. It is the perfect medium to have efficient yet personalized customer service in addition to lower transactions costs. The new Internet setting causes companies in the fashion industry to rethink partnering and strategic alliances. In today’s e-economy, companies can gain traffic and recognition through a few key alliances. Many companies, especially new players, can leverage partnerships to gain brand recognition and necessary traffic to their new site. Utilizing the key relationships with channel members and partnerships will help established fashion companies adapt to the new Internet economy. But, a benefit to the companies is the fact that basic core competencies still remain competitive advantages even in the new environment. Gap’s core competencies center around their brand equity and highly developed processes. Its name alone can successfully launch new, trendy products. However, Gap also carries a standard, classic line of clothes that customers have come to expect during any season and within any Gap store. This is how Gap segments its customers: those who want a consistent look year-to-year, and those customers who want the latest trends. Gap’s brand recognition  value is high with over 2,079 stores nationwide, and additional 530 stores globally. It is a standard brand name for the midrange fashion conscious consumer. Because Gap is a well-established bricks and mortars company, their processes are efficient and dynamic. For example, Gap stores are on detailed schedules for store displays, inventories, and new product launches. Every store receives an identical binder that explicitly details the display and product placements. Front window displays are changed weekly. They restock shelves with new products every six weeks, keeping the retail ahead of imitators in the fast-paced fashion industry. All the core competencies are positive for the company, but there are threats that can hurt the company. For instance, negative word of mouth can cause severe consequences to Gap’s brand name. Since Gap outsources most of their manufacturing, they’re open up to attack because of their manufacturers’ actions. For example, a situation occurred to Nike concerning their use of sweatshops that caused a great deal of damage to the Nike name. Gap has taken steps to counteract the causes of bad publicity by requiring manufacturers to sign codes of conduct and strictly enforcing those rules. Their processes for inventory, however, are not as vulnerable to depreciation. Gap has invested a lot of thought and research in their resources and there is not too much that can be substantially threatened. Gap’s inventory processes, in fact, are much stronger compared to others in the industry. Not only do they maintain a consistent style year to year, they also have new lines that come out very often. Those who wish to enter the retail clothing industry will find moderately high barriers to entry. It is extremely difficult to set up brand equity and image. Launching your own store and clothing line, like Gap, takes incredible capital and time investment. In the online world, it is much easier for new or small retailers to showcase their products; however, it is difficult to get online attention and recognition. The nature of online retailing sets up a playing field where smaller, lesser known retailers may  have set up functioning websites and folded without the public ever knowing. Even big name online retailers, like Pets.com, did not survive despite their brand recognition. As we have mentioned earlier, Gap’s inventory processes are very defined and strong. These processes also give them an edge on competitors trying to copy Gap’s styles or trends. Gap changes out their inventory every six weeks. Even if competitors are able to catch on to Gap’s short turnaround, there is no way to avoid being behind the times. Gap, through their extensive market research and market persuasiveness, is so in tuned to their customer segments that they effectively set the trend. Gap has invested a lot of money to become one of the biggest trend-setting brands. Although the Gap has a successful position on the Web, there are definite strategies that can be implemented to improve their online business. Our proposed marketing eBusiness plan involves Customer Relationship Management, growth strategies, incentive offers online, improved web design, and increased market research. At this point in time, Gap is a product-focused company. Gap needs to capitalize on the available technology of the Internet and transform its marketing efforts to focus on the consumer. Therefore, the company should shift from a Product Management system to a Customer Relationship Management system. Customer Relationship Management allows a company to cater to the unique and evolving needs of the specific customer segments. Currently, the Gap does not have extensive customization available on its website. Gap needs to create more ways of catering to each individual consumer. A pyramid approach would be optimal for the Gap. Much like the Dell triangle, the Gap would segment consumers and provide the most customization for the top small percent of the pyramid. These are the repeat customers that have highest volume of purchases, which would be the best group to provide customization. We suggest that the Gap use the technology of the Internet to store information on each consumer and generate a unique site for the consumer every time that they log on. The site will greet the consumer by name upon log in and target the consumer for their preferences. For example, the Gap would keep a database of my buying patterns, such as the fact that I always look for sale items, and also note the size that I  normally buy. The Gap would be able to establish more relationships with consumers increase their loyal consumer base by providing customization that makes the site unique to the individuals. As retailers know, growth does not come from loyal customers. The Gap needs to focus some of their marketing efforts on acquiring new customers. They could do so by developing alliances with portal-type sites such as eGreetings.com. There, consumers can be asked to buy a gift certificate to Gap.com (not redeemable in offline stores) to be sent along with the greeting card. Online alliances are preferable to online banner ads and random advertising because a relationship with established online services and etailers is the best way to get a Gap ad seen. The click-through rates for banner ads are not convincing enough for us to suggest that the Gap increase online banner advertising. In addition to advertising online with trading partners, the Gap should advertise offline for the online store. Every media produced offline, including displays in the offline store, should have the web site listed, thus pointing consumers to the online store. The Gap may also consider putting a terminal in the offline stores that has a small computer with Gap.com constantly running. Sales associates can point consumers in the offline store to the terminal if they need a different size, or if they want to ship an item to a friend. Offering incentives online can also increase the customer base, persuading loyal and new consumers to utilize the Internet site. For example, every fifth purchase online could merit a certain percentage off the final purchase price or even free shipping. Also, the Gap should consider offering some products and product lines online only (for example, Gap currently offers their maternity line only online). This can entice consumers into shopping online in addition to their offline stores. Overall, anything that causes consumers to venture into the online world to check out the new items on Gap.com would be good for the growth of the online customer base. Another marketing tactic is to alter the design of the website to meet the needs of the constantly evolving Gap consumer. Currently, Gap.com allows consumers to see the various styles of clothing with color choices shown to  the side, but consumers cannot change the color of the item in the picture (for example, consumers could click on different colors and patterns for the same shirt and the shirt changes accordingly). See exhibit 2. Most buyers want to see what a certain article of clothing would look like in different colors, which is an option that Gap.com’s competitor, JCrew.com, offers. Gap.com could also allow consumers to put clothes together on a model and view 360 degrees of the outfit, thus persuading people to make virtual outfits. Other design changes to Gap.com could be an addition of a search engine. This gives consumers a quick way to find specific articles of clothing. Another added design feature for the quick shopper could be a page with price listings by clothing category, or the ability to see the price on the first page instead of making consumers go through multiple pages to find the price. A final marketing strategy in our proposed plan is for Gap.com to increase market research to understand consumer-buying habits. Are they price conscious? What do they value in design of the website? The Gap would benefit immensely if they were able to understand their consumers’ behavior in depth. Therefore, information could enhance the quality of customization, which will benefit the company. If the Gap makes longer strides to understand their customer base, they can capitalize on areas where they are strong and change areas of weakness. Our proposed marketing plan encompasses many benefits with a few costs. The plan satisfies consumers because increased customization will mean more attention to specific customer needs. The proposed Customer Relationship Management tactic will create more of a one-to-one marketing structure that will in turn benefit the consumer. One cost to this change in management style is the capital needed to set up customization online and also the changes that must be made in the structure of management within the company. Employees will have to get used to a restructuring, which can cause a short period of dissatisfaction or frustration. But, the company as a whole will benefit from the restructuring because it will increase retention rates. The online incentives and improved web page design will benefit the consumers directly by giving them good deals and creating an easy-to-use web site. The  online incentives will benefit the company by increasing the loyal customer base and the improved web design may increase sales and retention. The trading partners with Gap will benefit by increasing traffic to their sites, and association with the Gap brand is positive for alliances. One of the most apparent and serious threats to Gap.com is the threat of cannibalization. If Gap.com becomes the standard, then their offline stores will be severely hurt. This is why Gap is facing a great deal of resistance within the organization. Store managers whose salaries and promotions depend on store sales will not want to promote or support Gap.com because that will steal from their revenues. Another issue is the technological needs to satisfy the in-depth customization and database requirements that are essential to our e-business plan. In order to take on this new strategy, Gap will have to make a large initial investment to improve their technological capabilities to accommodate the customization. Internet speed must also be taken into consideration. Only eight million out of 100 million Internet households have broadband. This can lead to customer frustrations, as the sites become more picture intensive. This, however, is actually a benefit for Gap.com as their primary customer base is concentrated in these households that do have broadband service

The Influence of Greek Pottery Art on Modern Art

In â€Å"Herakles writes home† we can see how Marian Maguire has used Greek mythological figures taken from ancient Greek vases and put them into the scenes of New Zealand’s colonization and conflict with Maori to show the effects of the British settlers had on the shaping of New Zealand’s fate be it negative or positive depending on the viewpoint of the viewers. The pot Maguire uses in â€Å"Herakles writes home† is a black figure Volute Krater similar in shape to the Black-figure Volute Krater made by an Anonymous Greek painter between 525  and 500  BC.The Pot shares many resemblances with the one used in Herakles writes home which lets me make the assumption that the shape of the pot in the lithograph is a Volute Krater. Both of their middle body pieces are the in shape with large top which gets smaller the further towards the bottom it goes but Black figure Volute Krater has more of a slant to where it reaches the base piece whereas the pot in Magu ire’s lithograph has a sharp change in angle where it reaches the bottom.The bottom piece in the two pots is again similar with some variation between the two. The pot in the Herakles writes home has a flatter band around the base of it which allows for it to have a decorative band in it unlike the Black figure Volute Krater. The band below the top band in the Volute Krater is practically the same in shape to the one used in the Pot in the Herakles writes home Lithograph the only difference is the Black figure Volute Krater lacks decoration there.The top band of the two pots is similar but there is a bigger difference between them than most of the other parts of the pot. In the Pot in the Herakles writes home lithograph the top band is joined at the sides to the handles whereas the Black Figure Volute Krater’s handles don’t meet at the sides of the top band they are joined to the top of the pot, The top band is similar in shape to each other though the Black Fig ure Volute Black figure Volute Krater 525-500 BC, Anonymous Greek painter.Black figure Volute Krater 525-500 BC, Anonymous Greek painter. Krater does have more of slant to it. Where the handles come out of the pot there is the biggest difference. In Herakles writes home the handles come out of the pot and keep their shape and decoration the same through the whole handle whereas the handles come out of the pot black and smaller than the ends of the handles in the Black Figure Volute Krater then change into orangey/red with patterns and thicker handles. Even with those differences t is clear that the figure of the original Black figure Volute Krater has influenced what the shape of the pot in Maguire’s lithograph and that it is clearly an Attic Volute Krater. Handle of an Attic red-figure volute-Krater, 450–440 BC depicting the double ivory leaf pattern. Handle of an Attic red-figure volute-Krater, 450–440 BC depicting the double ivory leaf pattern. The decorative feature on the pot in the Herakles writes is clearly influenced by other classical pots but Maguire has incorporated them into a unique way.The handles on the pot in the Herakles writes home lithograph are double ivy leaf but not the traditional ones you find on ancient Greek pot’s Maguire has put a twist on it by replacing the ivy leave shape with that of the Kowhai tree which is native to New Zealand (Something about what it shows about something) Another decoration in the pot that bears classical influence is the chevron pattern on the foot of the pot depicted in Maguire’s lithograph similar to the pattern around the top of the Persephone painter’s red-figure bell-Krater. 440 B. C. Red-figure Bell-Krater Attributed to the Persephone Painter 440 B. C. ; Red-figure Bell-Krater Attributed to the Persephone Painter What’s interesting about the pattern is that the leaves used are that they are olive tree leaves arranged I a way that it looks like an olive wreath. The reason Maguire has chosen to use an olive wreath in this particular artwork is that an olive wreath signifies being victorious and also peace as in the ancient Greek Olympic Games the winners of events were awarded Olive Wreaths from wild-olive leafs from a sacred tree near the temple of Zeus at Olympia.Maguire used this as a symbol because it creates a contrast between the settlers and England at that time, as Herakles was the son of Zeus it gives a family link between the figure of Herakles in place of a settler on the pot and the wreath is a symbol of Zeus who being the father of Herakles would be in the Place of Settler period England. The presence of the wreath also signifies the victory of the Maori population of new Zealand which if in the Ancient Olympic Games the two cultures, Maori and Settler, would have een awarded to the victor which in this case was the settlers, this can be backed up by the relaxed and post battle/victorious feel of the scene on the belly of the pot. Bottom of the Herakles Attacking a Centaur, Greek, Athens, about 530–520 B. C pot depicting stylised rays. Bottom of the Herakles Attacking a Centaur, Greek, Athens, about 530–520 B. C pot depicting stylised rays.The next feature on the pot on Maguire’s lithograph was stylised rays, but not as the same as the classical Greek stylised rays depict iced on the picture to the left but with a European/settler twist. Maguire has put in Settler Farming tools In the place of the classical Greek’s rays. This drastic change to what normally would have gone in there leaves us wondering why she would change this.The reason behind this would be that it shows how drastic the change the settlers bought in on New Zealand and replaced the old with their new stuff leaving little evidence of the old but its adapted style and structure. Greek pot depicting Herakles and the Nemean Lion Aegisthus Painter 470 B. C. Greek pot depicting Herakles and the Nemean Lion Ae gisthus Painter 470 B. C. Herakles was perhaps the most glorified and famous Greek hero who achieved immortality due to his feats and Maguire has used this image of Herakles to reinforce the ideas she is conveying.The idea of Herakles as his own man is perhaps the misconceived thing about him as his twelve labours were directed by Eurystheus, the king of Tiryns and Mycenae on the command of Apollo after killing his wife and children in a fit of madness Hera induced in him, but it is important to point out that even though he was under the command of Eurytheus he did it of his own free will and by completing these twelve labours he became the greatest hero in all of Greek mythology.By skilfully using Herakles in the place of settlers Maguire has given us a better understanding of the message she is conveying. One of the main things about Herakles being the Greek mythological figure Maguire used is the fact that he was an instrument to complete the tasks of Eurystheus which the settle rs were to England merely tools to complete tasks for their own benefit.In the case of Herakles he built up his own â€Å"Kleos† by completing these feats and intimidating Eurythesus causing Eurythesus to fear for his life â€Å"Amazed at his manhood, Eurystheus forbade him thenceforth to enter the city, but ordered him to exhibit the fruits of his labours before the gates. They say, too, that in his fear he had a bronze jar made for himself to hide in under the Amazed at his manhood, Eurystheus forbade him thenceforth to enter the city, but ordered him to exhibit the fruits of his labours before the gates.They say, too, that in his fear he had a bronze jar made for himself to hide in under the earth† Apollodorus, the ancient writer who collected legends in his mythology handbook, the  library, this may not be a completely true tale as Myths handed down orally and weren’t physically recorded until late after their creation which makes bits of the Myth liable t o changes because of a sort of Chinese whisper effect. This is similar to the situation with the settlers and England latter on http://art. thewalters. org/detail/13467 http://art. thewalters. org/detail/13467

Globalisation is a form of imperialism discuss Free Essay Example, 1500 words

Therefore, the European and the western nations set out their strategies to explore the world and landed in the other continents such as Africa and Asia. This formed the colonialism period when many countries in Africa served under the nations super power nations. When the European nations entered the African countries, they took advantage of the defenceless nations to develop their industrial sector from different cheap raw materials and to source forced labour that would work well for their growing industrial sector. the reason why these countries colonised African nations is because they intended to dominate and become the super power nations in terms of economy and strength. Since this was a war of the weak against the strong, it would be right as the highest level of imperialism in a globalization era (Perraton, 2004). Countries that were already poor continued to be poor as their natural resources were exploited by the powerful nations. most economists have arrived into a conc ession that the reason why developing countries have stagnated economies is because they suffered an economic exploitation during the colonialism period. We will write a custom essay sample on 'Globalisation is a form of imperialism' discuss or any topic specifically for you Only $17.96 $11.86/pageorder now The globalization strategies after the colonialism period were under the hand of the international bodies such as the world bank and the inter-monetary funds. These powerful banks were located in the western countries and endowed with the power of controlling the global monetary policies. Stiglitz (n. d.) asserts that these organizations designed policies that showed disparities between the super power nations and the developing nations. To begin with, the IMF and WB provided policies that treated nations differentially often favouring the developed countries. While these bodies were supposed to administer equity-based policies that would contribute to the development of weak economies, these bodies designed policies that acted differently. For instance, the high interest loan rates that these organizations charged the developing countries frustrated the strategies of the developing countries to globalize. the fiscal policies weakened the currency in third world countries and kille d the banking industry. These monetary policies were oppressive since majority of the developing countries were in the state of recovering from the blow of colonialism. The implication of this is that the stronger nations were able to access development loans while the weaker nations were frustrated and their efforts to rise against this form of dominance were suppressed.