The Handsomest Drowned Man Essay Example for Free

The Handsomest Drowned Man Essay The story begins with several children playing on the beach. That pretty much suffices for They see an abnormal looking bulge in the ocean. They try and guess anything that it might be until it washes up shore and they realize it’s a drowned man. The children, being children, start to play with the body until an adult spots the new toy and lets the rest of the village know. The men of the town carry the body to the nearest house and talk about how heavy he is. Since the body was in the ocean for so long, they figured it was the water that went to his bones. In their small fishing community, there is such little space around that dead bodies are not buried, but thrown over the cliffs and into the ocean. Since the village is so small, the men look around to see that none of them are missing, and automatically know that the dead man is a stranger. That night, the men of the village go around to other towns to seek a better idea of where he might’ve come from. The women stay behind to clean the ocean’s waste off the body. As they clean him off, the women notice that he comes from somewhere far away because the junk that they clean off isn’t a part of anything around their part of the world. When the drowned man is finally cleaned off, the women are left in awe because he is the biggest and tallest and most proud looking man they have ever seen. Hes so big that the women can’t find a bed big enough for him. They can’t find any clothes to fit him, so the women, sewed clothes for him from a sail. While they work on his clothing, the women feel like everything has changed because of their discovery. They start to compare the dead man to their husbands in such a way that made their husbands seem like the worst choice they’ve ever made. The oldest woman in the group of women looks down at the drowned man and says he has the face of someone named Esteban. All of the other women agree right away. Later on after midnight, while the women watch the body being dragged along the ground, they start feeling pity for the drowned man because of his massive size which must have been a burden for him. They thought about his life; and how he would have probably had trouble going through doorways, hitting his head on crossbeams, and not being able to find a chair sturdy enough to seat him. When the men come back and announce that none of the nearby villages can claim the dead body, the women get hyped up about the idea that he is now theirs. The men think their women are being ridiculous and just want to get this burial done as fast as possible. They make a type of stretcher to carry him to the cliffs. While the men rush to get the task done, the women try to waste time by covering the dead body up with other little items. The men complain the entire time until the handkerchief uncovers the dead man’s face and they all stand there in awe about how handsome he is and know that he is â€Å"Esteban†. They thought the same thing about the man and how he must have had such a hard time moving his massive body around and how burden he was causing the villagers. So the villagers make a formal funeral. They go to villages around them to get flowers, and they choose for him honorary family members from their village, The women mourn so loud it steers the sailors off course. As they carry his body to the cliff, the women are aware for the first time that everything they know doesn’t compare to the beauty of their drowned man. When they finally let the body go off the cliff, they don’t anchor it, so that he can come back if he wishes. The villagers realize that everything will be different from now on. They will make the best of their village and make it progress by building houses bigger and better, paint them bright colors, and plant flowers on their cliffs so that future sailor’s going by will see and smell them, and they will know that it’s â€Å"Esteban’s Village†.

Cultural Competency in the Workplace Essay -- Managing Racial Diversity

Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, â€Å"Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities† (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be able to articulate the differences between affirmative action, managing diversity, understanding and valuing diversity to build skills that transforms awareness into productive and supportive workplace behaviors.   Ã‚  Ã‚  Ã‚  Ã‚  There are many different characteristics of a diversity mature individual. The most important characteristic is when a person accepts diversity management responsibility. The person will need to understand the different types of ethnic backgrounds in the organization, and the different types of techniques he or she will have to use to motivate the staff. He or she will also understand how to treat everyone equal no matter what gender, or ethnic background the employee may be.   Ã‚  Ã‚  Ã‚  Ã‚  Diversity mature individuals must demonstrate contextual knowledge. This knowledge is showed by understanding his or her personal objectives. The individual must know what he or she plans to accomplish before working with others to help develop their personal goals. Also by knowing the organizational objectives, the individual can develop a team to strive towards the bottom line of the organizational goals. Finally, the individual must be able to provide conceptual clarity to the team. This clarity will help the team understand how and why these ideas were created. The one thing a manager does not want is for the team to think everything is just busy work and not for a specific purpose.   Ã‚  Ã‚  Ã‚  Ã‚  Other characteristics of a diversity mature individual include a person who challenges conventional wisdom, and engages in continuous learning. When a person challe... ...tes is known as the melting pot of the world. This country is the home of many different cultures from many different areas. Cultural competency in the workplace is an issue that everyone needs to understand. By understanding the characteristics of a diversity mature individual, employees can focus on developing themselves to hold a management position in the future, and be able to relate to other cultures in the organization. Companies continue educate their staff on affirmative action, and what it takes to manage a diverse group. These companies want to supportive workplace behaviors in the organization to help achieve the bottom line, increase stockholder value. References Cox, T., & Beale, R. (1997). Developing Competency to Manage Diversity. San Francisco CA: Berrett-Koehler Publisher Inc. Martin, C., & Tulgan, B. (2002). Managing the Generation Mix. Amherst, MA: HRD Press. Subramaniam, R. (2005). Diversity at Workplace. The Star Online,. Retrieved March 15, 2005, from http://biz.thestar.com.my/news/story/asp. Thomas, R., & Woodruff, M. (1999). Building a House of Diversity. New York, NY: Amacom.   Ã‚  Ã‚  Ã‚  Ã‚  

Political Attitudes Advocated in 1984

Political Attitudes Advocated in 1984 (AP PROMPT) 1987-Some novels and plays seem to advocate changes in social or political attitudes or in traditions. Choose such a novel or play and note briefly the particular attitudes or traditions that the author apparently wishes to modify. Then analyze the techniques the author uses to influence the reader’s or audience’s views. Avoid plot summary. Do not write about a film or television program. The world sixty years ago as seen by George Orwell was a different place than the one we live in and experience today. Technology was quickly developing and become a part of daily life. Atomic warfare was still a new threat, and the aftershock of its use in World War II was still raw in everyone’s minds. Totalitarianism was seen as a social experiment of sorts, and not having yet experienced the Cold War, some of America’s great minds were still looking at these governments with an open mind. Orwell thought that society needed to be forewarned about both the possible and real dangers of these issues, so his manifesto, 1984, was his call for social change, his call to respect the dangers that technology, war, and totalitarianism introduced. In 1984, George Orwell goes along the same lines as many other influential contemporary authors such as Kurt Vonnegut and Margaret Atwood to create a perfect negative utopia. In this fictional society, Oceania, the government hands out cruelty, oppression, and propaganda as is they were food stamps, and every single aspect of the society, down to diary entries, private conversations, and even personal thoughts, is monitored by the Party through intrusive devices called telescreens. The Party uses everything at its disposal to enforce complete and utter control, from an editing of language to constant surveillance, from historical factual manipulation to physical and psychological torture. As a result of the government’s inadequate ruling and constant manipulation, the members of the Party live in an urban, industrial hell. Orwell vividly and continuously demonstrates the effects of this broken society, and the picture he paints isn’t a pleasant one: Oceania is constantly at war, Party members must completely succumb to mindlessness and conformity to survive, the society is living in a state of decay and poverty, inequality is wide-spread and all consuming, and even the structure and loyalty of families is almost entirely dissolved. The fact that Orwell’s Oceania is modeled after the totalitarian governments of the mid twentieth century is a thinly veiled one, and the critique of these societies is more than obvious. His message, though, isn’t reserved only for these communistic cultures; it’s also directed at us. The moral of the story isn’t just that totalitarian governments, psychological manipulation, and misuse of technology are bad, it’s also that we can’t obliviously sit back and allow such crimes against humanity to continue or even gain power in the first place. Orwell’s warning is effective, too, because he wasn’t just creating a dystopia, he was literally suggesting that this fictional hell could become our reality in thirty-five years if we didn’t change the way we looked at things. We did make it past 1984 without devolving into this reality, but the social commentary presented is still relevant and will always continue to be, because the message really is to keep questioning the world around us and not accept any form of oppression, and that’s one that is important enough to keep in mind for the entire foreseeable future.

The UK Chocolate Market Example For Free - Free Essay Example

Sample details Pages: 7 Words: 2100 Downloads: 8 Date added: 2017/06/26 Category Economics Essay Type Review Tags: Chocolate Essay Did you like this example? 1) It is said that life without chocolate is like a beach without water (Christou, 2009). The UK Chocolate market is the largest within the European Union (30 percent of the EU market) with British citizens consuming more chocolate than any other EU nation (Barnett, 2006). Within the UK adults are the primary consumers eating  £3.5 billion a year compared to children who consume  £390 million a year, with the over 55s the highest consumers of all adults (Scott-Thomas, 2009) Twenty-one per cent of the total chocolate and confectionery sold in Britain is consumed by people above the age of 55, who spend on average  £700 yearly (Datamonitor, 2005). Don’t waste time! Our writers will create an original "The UK Chocolate Market Example For Free" essay for you Create order Within the UK the main manufacturers are as follows: Chocolate manufacturers by sales and share (Mintel, 2009) 2009 2007 2005 % change  £m %  £m %  £m % 2005-07 1 Cadbury Trebor Basset 1189 35.3 1101 34.9 1146 34 3.8 2 Masterfoods (Mars) 1010 30 953 30.2 914 27 10.5 3 NestlÃÆ' © 494 14.7 470 14.9 672 20 -26.6 4 Ferrero 134 4 126 4 118 4 13.2 5 Kraft Foods 61 1.8 63 2 141 4 -56.7 Own-label 217 6.5 189 6 124 4 75.3 Others 260 7.7 252 8 245 7 6.2 Total 3365 100 3154 100 3360 100 0.1 The current market can be broken down into the following segments: Boxed; chocolate assortment composing of a selection of high-added-value individual units (Booth, 1990) Countlines; chocolate-covered bars with an individual centre which can be eaten with one hand, so called named because these items are sold by number rather than weight. Moulded Bars ; regular bars of chocolate with or without inclusions i.e. nuts or filled centres i.e. soft caramels Seasonal Chocolate : chocolate confectionary produced for Easter through eggs and Christmas in gift boxes and miniatures Straightlines ; small items which are identical and eaten as casual snacks on the move i.e. Cadburys chocolate buttons Other Chocolate Confectionary/ Assortments; other The below table suggests that the most revenue generating segment using recent data is countlines @ 2244.44 à ¢Ã¢â‚¬Å¡Ã‚ ¬millions. UK Chocolate Market Value (Euro m), 2004- 2008 Segment 2004 2005 2006 2007 2008 Boxed 1332.6 1350.2 1367.6 1385 1400 Countlines 2152.3 2176.4 2200.6 2224.6 2244.4 Moulded Bars 982.3 996.3 1010.3 1024.2 1036.3 Other Choc Confectionary 18.1 18.1 18 17.9 17.7 Seasonal chocolate 885.2 899.5 913.8 928.1 940.8 Straightlines 732.9 743 753.1 763.4 772.1 Total 6103.4 6183.5 6263.4 6343.2 6411.3 (Source: Business Insights; Chocolate Confectionery Industry Insights, 2008) Additionally within these segments the following brands are present: Chocolate confectionery brands by sales and share (Mintel, 2009) 2009 2007 2005 % change  £m %  £m %  £m % 2005-07 Cadbury Dairy Milk 345 10.3 318 10.1 275 8.2 25.4 Galaxy 146 4.3 138 4.4 129 3.8 13.3 Mars 99 2.9 97 3.1 104 3.1 -4.7 Kit Kat 80 2.4 70 2.2 83 2.5 -3.3 Flake 77 2.3 70 2.2 49 1.5 57.2 Aero 67 2 64 2 56 1.7 18.4 Snickers 52 1.6 51 1.6 57 1.7 -8.1 Milky Bar 52 1.6 50 1.6 60 1.8 -13.2 Others 2040 60.6 1921 61.1 2222 66.1 -8.2 Own-label 224 6.7 193 6.1 162 4.8 38.2 Total 3365 100 3154 100 3360 100 0.1 Market Trends: Seasonality: The chocolate industry is highly seasonal where peak seasons of Easter and Christmas observe a sharp increase in sales. Therefore if externalities affect these periods it can be assumed that performance will be severely curtailed. The recent recession over the Christmas period impaired consumer spending therefore to mitigate the loss of sales it is essential to maximise them over the Easter period 2010. Failure of new products Numerous new product launches have failed over the past few years where many companies have adapted the strategy of re-launching old favourites to leverage on their brand equity and consumer recognition. Barriers to Entry The chocolate industry is synonymous with a number of large firms (Mars, Nestle and Cadbury) dominating the market, enjoying a well established history and therefore high brand loyalty. Consequently barriers to entry are high for existing incumbents and new entrants. Increasing Cost of Raw Products As cost of raw products rise such as cocoa, chocolate manufacturers are shifting their attention away from marketing strategies and instead focusing on the input processes of chocolate making as opposed to the output. Potential Partnerships Given a saturated market and a continuous increase of raw material prices, to remain competitive and keep costs down, creation of partnerships are potential business propositions for manufacturers. Growth of luxury segment of market Luxury dark chocolate brands have entered the market in (Booth, 2000) due to the advocates of healthy eating and the anti-oxidant benefits of dark chocolate. Targeting the grey pound with a larger disposable income the luxury segment is increasing in market share presently. 2. The highly competitive UK chocolate confectionary market has suffered a hit during the 2008/9 recession where volume sales have decreased by 2.6 percent (Nielsen, 2009) throughout all leading brands. However thi s fall in sales contradicts the trend which has emerged throughout the recession of an observed increase in comfort eating such as chocolate within the affordable segment of the market. Currently the chocolate industry is saturated with increasing pressure from unfavourable economic conditions squeezing profit margins and manufacturers consequently looking for new growth areas. Segmentation targeting and positioning Segment of Chocolate Industry à ¢Ã¢â€š ¬Ã¢â‚¬Å"Countlines Analysis of the industry suggests that the most revenue generating segment belongs to the countlines segment at 2244.44 à ¢Ã¢â‚¬Å¡Ã‚ ¬ million yearly, making this a potential area for diversification for JFL. Consumption of these modern snacks such as Snickers represent a growing sector of the confectionary market as they subscribe well into on-the-go lifestyles which compliment modern society. Easily fitted into handbags, suit pockets and sportswear countlines are convenient snacks in a variety of choices which make them ideal for busy people everywhere. As per the above table and market research competitors brands within this segment are: Mars 49 g @ 40p Twix 58 g @ 45p Mars Snickers 58 g @ 45p Cadbury Dairy Milk 49 g @ 58p Green and Blacks Organic 50g @  £1.25 Positioning à ¢Ã¢â€š ¬Ã¢â‚¬Å" Pocket Money Segment to luxurious treats There is a decline in the pocket money segment of the confectionery market due to increasing health concerns over childrens increasing sugar intake. Market research evidences that its the 11-14 year old segment of children who spend the most on weekly pocket money with expenditures of  £10 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 15 (Youth TGI, 2009). Linking this to the entry strategy for JFL within the chocolate industry and the consumers propensity towards familiar brands and pricing structures; it is recommended that entry into the countlines segment should be positioned within the pocket- money segment. This should be at th e lower end for tweens and the higher end for the over 55s. Another suggestion is that JFL partner with another manufacturer such as Nestle to leverage on brand credibility and reduce start-up costs into the market, especially with increasing raw material prices. The risk of cannibalisation will be mitigated due to product launch into different segments. Consumer Segmentation à ¢Ã¢â€š ¬Ã¢â‚¬Å" Over 55s Given that the over 55s are the biggest consumers of chocolate with a larger disposable income it is recommended therefore that JFL position themselves at the premium end of the pocket money countlines segment. Building on the notion that the health food chocolate market is growing due to its anti-oxidant benefits it is recommended that JFL target the grey pound with a product which offers health benefits (increased anti- oxidants, reduced saturated fats) which is perceived to be of superior quality. Consumer Segmentation Tweens 11-14 Building upon the increasing d isposable income of this segment and the reputable brand image that JFL has built within sugar confectionary it is recommended that JFL target this segment for entry into the market. Offering a product which is half the size of an average chocolate bar: at 25g within the countlines segment this will enable JFL to remain competitive on cost whilst leveraging the Nestle brand. 3. Product description; Over 55s An average sized premium chocolate bar (50g) specifically formulated to contain increased levels of anti-oxidant properties in the form of flavonoids, found in cocoa processed with minimal extraction and reduced milk content. Lines can be either solid chocolate classified as premium milk with added cocoa or individual centres of nut or coconut covered with premium milk with added cocoa. Tweens 11-14 à ¢Ã¢â€š ¬Ã¢â‚¬Å" A mini-bar of 25g formulated with milk chocolate where lines can be either solid milk chocolate or individual centres of toffee, caramel and nuts. Brand image; Over 55s à ¢Ã¢â€š ¬Ã¢â‚¬Å" The branding of premium healthy chocolate to this segment should demonstrate one which will communicate the health benefits of eating chocolate rich in anti-oxidants. The differentiating factor with this brand is the fact that it is milk chocolate with added cocoa, for a premium creamy milk chocolaty taste with all the anti-oxidants of dark chocolate. The reason for this is the baby boomer generation (over 55s) has been evidenced as possessing an extremely sweet tooth, which create preferences towards sweeter milk chocolate rather than bitter dark chocolate. Therefore a bar which can be sold as milk with added benefits of dark will appeal to the psychology of this segment. Tweens 11-14 à ¢Ã¢â€š ¬Ã¢â‚¬Å" The branding of the mini-bars, it is recommended will leverage Nestles brand and associated products such as breakfast cereal (Shredded Wheat, Cheerios, Golden Nuggets, Clusters) beverages (coffee, hot chocolate and Ne squik) and ice-cream. These are items which this segment of the market consume regularly, even on a daily basis, therefore creating this relationship between the new product of mini-bar and household names will re-enforce brand identity. Pricing objectives strategy; Over 55s à ¢Ã¢â€š ¬Ã¢â‚¬Å" The price of this product should reflect its position within the higher end of the pocket money segment of countlines. The average weekly expenditure on chocolate confectionary for the grey pound is  £13.50 per week ( £700 per person annually) with buying behaviour of chocolate in the luxury end of the market a few times a week i.e. Green and Blacks Organic 50g @  £1.25. It is recommended that the price per bar of this product (50g) should be positioned just below the premium price but substantially above the lowest price of counterline competitors bars at 40p. Therefore the price for this product should be pitched at 80p per 50g bar. Tweens 11-14 à ¢Ã¢â€š ¬Ã¢â‚¬Å" The average weekly expenditure within the pocket money segment is at the lowest range  £10 min  £15 maximum ( £520 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 780 per person annually) with buying behaviour at the lowest end of the market with daily purchases of chocolate. It is recommended that the price per mini- bar of this product (50g) should be positioned just below the lowest price of counterline competitors bars at 40p. Therefore the price for this product should be pitched at 30p per 25g bar. Retailing and distribution objectives and strategies; Over 55s à ¢Ã¢â€š ¬Ã¢â‚¬Å" Distribution channels for chocolate are wide, with chocolate availability the highest it have ever been, from small retailers to mass-market outlets. To maximise product launch it is recommended leveraging on current trends such as increasing internet usage to distribute the product. The advantages of this distribution channel are that it is cost effective, can penetrate a wide market qu ickly and once set-up is easy to maintain. For this segment who are becoming more technology savvy and have availability to the net this distribution channel will be successful. Tweens 11-14 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Distribution for this segment follows the above, and builds on existing channels of all sizes of retailers to mass-market outlets. Given the proposed partnership with Nestle and their grocery products such as breakfast cereal and beverages, it is recommended that using coffee shops, supermarkets and ice-cream outlets will increase sales of the mini-bar. Additionally the internet for this segment is a must given the trend towards online purchases. Integrated marketing communications objectives strategies; Over 55s For this segment the IMC strategy will encompass promotional strategies which will use venues such as golf clubs, day centres, community leisure centres, gymnasiums and supermarkets to launch the product. The promotional aspect should encompass EMarke ting linked to offers, which when advertised at the above mentioned outlets customers will receive a specified discount if they print out a voucher online which is redeemable. Tweens 11-14- It is recommended using an IMC strategy which can be integrated into Nestles existing marketing plan so as to 1) drive down promotional costs 2) leverage existing expertise within Nestle and 3) build on existing marketing strategies. Extra consideration will be taken to ensure that cannibalisation does not occur through alignment of segmentation against current Nestle chocolate. EMarketing will be used as above for promotion using the same redeemable voucher offer. Evaluation and control; To see whether your product launch has been successful it is recommended that JFL implement a metric which enables accurate measurement of sales within both lines. As the predominant form of distribution and promotion is online, converted sales can be measured through CTR (click through rates). Ad ditionally measurement can be through response rates and online users to the JFL website. For control it is recommended allocating one employee per line who has expertise within EMarketing. Bibliography Booth, R (1990) Snack food- An AVI book; Springer Britons are Europes biggest chocolate-lovers; Louise Barnett à ¢Ã¢â€š ¬Ã¢â‚¬Å" 13/04/2006: available at https://www.independent.co.uk/news/uk/this-britain/britons-are-europes-biggest-chocolatelovers-473928.html Brits love of chocolate feeds sales growth; Caroline Scott Thomas à ¢Ã¢â€š ¬Ã¢â‚¬Å" 09/10/2009: available at www.confectionarynews.com Business Insights; Chocolate Confectionery Industry Insights (2008): available at https://www.globalbusinessinsights.com/report.asp?id=rbcg0125 Chocolate Candy Sales Start to Melt; Nielsen- 30/01/09: available at https://blog.nielsen.com/nielsenwire/consumer/chocolate-candy-sales-start-to-melt/ Datamonitor à ¢Ã¢â€š ¬Ã¢â‚¬Å" The home of business information (accessed 04/03/10) à ¢Ã¢â€š ¬Ã¢â‚¬Å" available at https://www.datamonitor.com/ Mintel Reports à ¢Ã¢â€š ¬Ã¢â‚¬Å" Insight, Analysis and Business Intelligence Reports (accessed 04/03/10) available at https://rep orts.mintel.com/ The Grocer The Top Products 2009: Confectionary (chocolate) Peter Christou: available at https://www.thegrocer.co.uk/articles.aspx?page=articlesID=206242 Youth TGI (Target Group Index) (accessed 04/03/10) à ¢Ã¢â€š ¬Ã¢â‚¬Å" available at https://kantarmedia-tgigb.com