Red Ocean and Blue Ocean Approach

Red Ocean and Blue Ocean Approach Introduction â€Å"Blue Ocean Strategy† by W. Chan Kim and Renee Mauborgne is a strategy that challenges companies to distance itself away from fierce competition by establishing uncontested market space that makes existing competition irrelevant. One of the reasons why the authors have used the colours red and blue is to describe the market. Red ocean is the market space where industry boundaries are defined and known. The red ocean contains a massive conflict between companies where they are constantly trying to outperform each other to achieve a greater share or demand. Kim and Mauborgne explains in an interview that when market spaces become crowded with competitors, companies try out perform each other and profits and growth is greatly reduced due to cutthroat style competition which turns the red ocean bloody. In contrast, blue oceans is the unknown market space where it is unaffected by competition and demand is created rather than fought for. In blue oceans, competition is not relevant because the rules or barriers to the market space is not set yet and is often waiting to be set. The Authors uses the blue ocean analogy to describe the uncontested market space with no competitors and the opportunity to explore. The analogy of a blue ocean can be associated with profitability and growth being â€Å"vast†, â€Å"deep† and â€Å"powerful†. Traditional approaches to competitive strategies are highly influenced by Michael E. Porter. Kim and Mauborgne present to us in their book a fresh approach to make the competition irrelevant. In this paper I will discuss the differences between conventional red ocean strategies which are influenced by Porter and Kim and Mauborgnes blue ocean strategy. Furthermore, the paper will discuss the differences between the SWOT analysis and the four actions framework. Competing in existing market space versus Creating new market space The red ocean represents the existing market space where there is always a constant intensity of rivalry to fight for market share. To successfully operate in a red ocean, it is important for companies to conduct competitor analysis to allow them to stay updated on what their competitors are doing and what they are planning to do. Red ocean strategies represent approaches to protecting and stealing market share from competitors. According to DAveni, market share can be stolen by companies satisfying their competitors customers better. To compete in the existing market space, companies need to mould their services or products in line with the customers liking through refining existing products or creating new to the world products. However, the bloody cutthroat competition of the red ocean most often causes companies to develop similar or replications of products or services of the competitor that has done well. In the red ocean where competition is based on price and quality, being a first mover is an important advantage because by being flexible a company can adjust easily to external changes such as customer demands and trends. By being a first mover, the company gets benefits such as low costs and economies of scale. I think this is also the reason why the red ocean is so bloody because similar products and services have been refined and replicated over and over again with low cost, it has caused companies to be afraid to look into new options and therefore in a constant battle to fight for market share by cutting profit margins lower and lower. For the companies that succeed in gaining a competitive advantage by being a first mover, it is important for them to exploit the opportunity of that advantage as much as they can because very soon the competition will catch on to it. The tradition theory to competing in existing market space is focused on building your company through analysing competitors. In contrast, Blue Ocean refers to all the industries that are not in existent. In the opening chapter of the Blue Ocean Strategy book, Kim and Mauborgne suggest that the only way to beat the competition is to stop trying to beat the competition. This is a complete contrast to conventional red ocean strategies because instead of analysing competitors, and try out perform them, Blue Ocean Strategy encourage companies to differentiate or break away from the existing market space, hence making competition irrelevant. The authors suggest that there are many ways to create blue oceans. In few cases, companies can establish completely new industries. An example of this is what eBay did with online auctioning. Blue ocean strategy says a company can create a blue ocean market space by innovating a new product or service mainly focusing on new to the world services. However I believe developing new to the world services come with high risk and expenses but if done correctly can be very profita ble. Kim and Mauborgne argue that most companies tend to adapt to new trends rather than trying to shape new trends. What the authors mean by this is that companies make actions directed at keeping up with trends and dont look across time or look at the big picture. They argue that to create a untapped market space, companies need to find trends that are observable today and look at the big picture and see what happens to the value it will have in the future. A prime example of how a company successfully executed this strategy would be Apple. Apple studied and monitored the growing trend of music sharing over the internet during the last decade through software used illegally such as LimeWire and Kazaa. The trend of music sharing became clear to Apple and they took the opportunity and created the online iTunes music store in 2003 which distributed music legally. Red Ocean and Blue Ocean approach to industry boundaries Red ocean markets are large and the rate of product innovation is low. Therefore the market is usually heavily populated by competition and there are a set of rules that is known. In the hostile red ocean environment, companies strive to outperform each other in order to control market share and demand. As the market space gets crowded, growth and profits are greatly reduced and a price war is begun. Competition based strategies have been the main fundamentals of strategic thinking over the past decades and as a result, most companies benchmark themselves towards competition. In contrast, blue ocean strategy emphasises on finding and exploiting market space. The authors argue that companies must realise that in order to be successful long-term, they need to stop competing and benchmarking the competition. It is important for companies to view the competition from a broad perspective and consider industries that produce alternatives with the same functions and forms to satisfy the end customer. According to Kim and Mauborgne, most companies concentrate on improving the competitive position within a segment and focus on outperforming competition in the same segment. They argue that is it imperative to understand the actions of competitors in other segments not only the one your company is in. To be able to create a blue ocean environment, companies need to understand the factors that influence the customers decisions to change segments such as price and performance. Blue ocean strategy also focuses on looking across chain of buyers. By changing the industry tradition of which buyer group to target and looking across the chain of buyers, companies can get an insight on how to focus on overlooked groups of buyers. Kim and Mauborgne discuss the importance of considering the whole chain of buyers including purchasers, actual users and influencers. By focusing on all of these groups the company can break away form the competition and create a blue ocean environment and the competition would become irrelevant because the industry boundaries are waiting to be created. An example of an Australian organisation that has used this strategy is wine manufacturer Casella Wines. Casella Wines broke free from the boundaries of the domestic competition and moved towards the US market through implementing blue ocean strategy and targeting a segment which was not tainted yet which was the non-wine drinking population. Differentiation and Cost cutting The traditional red ocean view focuses on the importance of creating just one competitive advantage. Porter (1980) has developed recognised theories that describe the three types of competitive strategies as cost leadership, differentiation and focus. Porter emphasises the danger of a company being in the middle of the strategies and the importance of clearly selecting one strategy. If an organisation tries to operate with multiple strategies, it will supposably lose its competitive advantage and focus.

Marketing strategies of Burberry

Marketing strategies of Burberry The marketing of the business will focus on providing value to the customers both through the products sold and information provided through online outlets (Schultz and Kitchen, 2000). The basic ploy for Burberry has always been to have a signature trend this is perhaps the most exciting and dynamic part of their management strategy, and they have managed to keep that aspect alive from conception to the modern day products as well (Clancy et al, 2000). One pattern that they have always fallen back on as a signature of their brand has been the distinguishable tartan pattern. This is a huge advantage for a retail marketing plan as having a signature like that can be used very effectively in the displays and designs used to further spread the image of the brand. Furthermore, another major advantage for designing the retail marketing plan for Burberry is that it has an iconic product like the trench coat which can also be used intelligently in retail marketing. The basic idea of the retail marketing plan for Burberry here is to design a marketing mix that will work best with the management techniques already being applied in the company (Day, 2004). The Burberry Group plc is a very popular and successful clothing and fashion line based out of London, UK (Day, 2004). The Burberry brand also incorporates a manufacturing industry for all its clothing as well as relevant fashion accessories for a specific group. Burberry has already made its name retailing their trademarks across branded outlets all over the world and in multi-outlet malls (Finch, 2005). Furthermore, it already has five established brands that are globally recognized, which are: Burberry London the core branding image Thomas Burberry Burberry Brit Burberry Sport Burberry Prorsum (Finch, 2005). SITUATION ANALYSIS The purpose of designing and implementing a retail marketing plan now is to make sure that the overall sales ratio of the Burberry brand increases on the international front. This of course cant without first conducting the SWOT and PEST analysis on the global scale as well. SWOT: The core strength is established brand recognition and established trademark style. Established media and distribution network also adds up to its potency. The major weakness arises as it is a premium product and hence can only aim for upper income families as opposed to the masses with its high price range. It has limited spread in the Asian market. Opportunity would be Chinas booming fashion industry as it could be a great venture. Threat is from newer and cheaper brands offering same product range globally. PEST: There is little pressure politically on the brand. In fact it has support as Queen Elizabeth II and Prince of Wales both have given Royal grants to the brand in the past. The European economic crisis is a great threat to the pricing of Burberry and hence calls for a repositioning of the price rationale. There are very few social limitations in developing countries. The social cultures are very different. The apparels consumed differ demographically and culturally. The technically developed countries are the major markets to enter. The online shopping strategies are easy to implement and expand the shopping platform. OBJECTIVES Business to Customer Objectives: The smart objectives chosen for the retail marketing plan for Burberry are: Creating awareness: The primary aim of retail marketing plan is to make sure that the chosen brand is represented visually to the target audience, hence investing in designing the store or creative magazines, giveaways, etc will be the focus of this marketing plan. Furthermore, the marketing will be far more focused with this approach (Philip and Kevin 2006) Another aim would be to make sure that the retailing allows the customers to discover the product as a must-have which will deflect their attention from the pricing criteria. This can be done through focusing primarily on the product and its quality making the customers believe that they are investing in a product that is worth the price tag (Philip, 2008) The final aim will be to improve the overall percentage of sales for the company both locally and internationally. This will be done through timely, intelligent and cost-aware allocation of resources with the use of innovative management theories that will increase overall profit ratios and sales ratios (Schultz and Kitchen, 2000). Burberrys expansion into Europe would be a smart move particularly fashion locale, Paris and Beijing. Increasing franchising in Japan will be another smart move. The sales percentage anticipated would be at 6% in these countries. Deeper penetration in China by opening 8 stores. More details of sales forecasts are given in the later sections. Management Objectives (B2B): Marketing management is really crucial in all retail marketing plans as its only through the marketing strategies that the retail image can be sold (Joshi, 2005), hence some of the really important marketing management goals must include the following aspects: Consistent analysis of the progress of retail strategies. Recording customers response to retail designs and mediums. Managing personable associations with all complementary partners to accelerate the retail visibility for Burberry as well as conduct word-of-mouth advertising. Engaging not just the customers but also the employees i.e. to keep the motivation levels high in order to guarantee that the quality or intensity of the marketing plan does not falter after the first wave of activities. Keeping the above points in mind retail management goals, locally and internationally, must incorporate the following in the long run: Retain as well as increase the percentage of customers investing in and purchasing the brand (Joshi, 2005) Increase in sales by 6 % in 1st year 10% in 2nd year and 12% in 3rd year Increase revenue by channels Retailing: Increase by 5% through opening of new stores in Beijing and Paris. Licensing: Increase by 7% Leveraging franchise in Japan. STRATEGY Segmentation: The market segmentation for Burberry is every straight forward and can be divided into the following characteristics and personality aspects (Zinderman, 2009): Primary age group: 18-30 years old. Secondary age group: 30-40 years old (Zinderman, 2009) Students and working youngsters Preferably those with a strong sense of style and creative instinct (Zinderman, 2009) Families in the a higher income group i.e. with earnings that allow discretionary expense (Zinderman, 2009) Individuals who are not afraid to stand out in a crowd and single-handedly try to bring about a positive change (Zinderman, 2009) Pricing strategy: Since Burberry is a premium brand with its target audience belonging to the upper middle class, the pricing will complement that stance. Giveaways or small gifts will be priced from 40 pounds and upwards depending upon the intricate design of the gift chosen. Majority of the clothes will be priced between 200 pounds to and upwards of 1000 pounds and more ranging from items like scarves, cap and other smaller items being priced in the low ranges and the trademarked trench coats being priced in the upper ranges. Hence, the tactic of pricing used here is differential. The prices will of course be aimed to be lower than previously recorded by the branded due to the global expansion into economies that are experiencing financial crisis as well. Positioning Burberry as a fashion brand has the following factors that design its positioning and make it stand out from the rest High dependency on the latest and trendiest fashions this is well represented through the use of multiple product brands and lines that are launched in the competitive market. Hence each product line specializes in a certain type of demand which does not impact the quality of the end product either (Ries and Trout, 2000) Investing in the premium luxury accessories and fashion items this is done through the use of old and new license projects conducted with all the relevant business partners (Ries and Trout, 2000) Gap Dashboard The gap dashboard for Burberry can be designed using the marketing metrics. These metrics will be collected after at least a week of the product being open in the POS structure. All the stats will be recorded and then the gap dashboard will be used to conduct monthly comparison and analysis to see how the projected results match the anticipated results and how the progress complements the initial goals of the retail plan. The Gap Dashboard will allow the marketing manager as well as the CEO to assess where the loopholes lie for the inefficient achievement of market goals. The table (Appendix 1.1) shows a hypothetical anticipated result scenario for Burberry under this particular retail marketing plan (Lenskold, 2003). IMPLEMENTATION To complement the above goals, the following tactical strategies must be employed: In Japan, China and Paris: Using the facilities of IT and internet to spread word online using the various social network websites and outlets. This will also present more visual options for the company that could not be employed in other tangible retail activities (Joshi, 2005) Globally: Using the facilities of newsletters (online and offline) along with magazines, booklets, etc to showcase Burberrys creative angles and its past success (Keller, 2002) In Japan, China and Paris: Use sponsorship techniques for arts colleges and universities to scope out the real target market (as explained in the segmentation above) (Keller, 2002) Globally: Similarly, offering internship programs for local art museums and outlets to increase brand awareness (Keller, 2002) Globally: Aim to calculate the levels of customer satisfaction and compare them to prior rates to understand where the strengths and weaknesses of the strategy lay (Keller, 2002) Pricing logic: The prices will not be lowered so much so that they harm the image of the brand but minimal lowering of the prices will be done. The mark-up over the suppliers price will also be lowered than engagements to stay competitive i.e. it will be at around 80%. The brand will not need a penetration price as it does not aim to divert from its designated customer base (i.e. upper income families) and move into the masses. Price slashing and penetration are necessary if and when a brand chooses to expand into the masses. Web Plan Adaption process Using a proper website will be the primary way to market the retail outlet. Social media and the internet will the primary tool of communication in this marketing plan. It is important to note here that two marketing mixes can be used in this retail marketing plan: 1) mass marketing and 2) niche marketing. The social media can be an open call to masses whereas the use of customer relations on the selected outlets and franchises in specific areas would be a result of the niche marketing mix strategy. The following aspects will be highlighted in all social media presentations: A slideshow of all brands and product lines for the customers convenience Updated contact and outlet-location information Membership/ sponsorship and internship details Testimonials from business partners Event details and listings Links to similar businesses (this will be a two-way road where the link to Burberry will be on the links that Burberry lists in its website as well) The Social Media Approach The Retail plan will also aim to use the following social media outlets with similar features as mentioned above: Facebook Twitter For all recent developments and relevant fashion articles related to Burberry or other business partners YouTube For launching short creative films or marketing campaigns to promote the brand Discussion forums open to all customers, employees and management. This will be great to engage customers, make the brand more personable and recording customer response. Store Design Burberry outlet designed from this particular retail marketing plan will aim to have the following personality traits: funky, modern, chic, trademarked (tartan and trench coat patterns). The overall ambience of the outlet will be friendly and courteous. The design will be very open with a lot of natural light. The customer will be given total transparency to the products and their original sources. The aim will be to make every visit be a learning experience for the customer so that the customer leaves being more informed about the brand and how Burberry can represent them in the sea of brands. The store design will be aimed to be proactive in design and construction so that the customers are drawn in and left with a very clear cut image of the brand in their minds when they leave. This will also help word-of-mouth retail branding of the store as well as Burberry (Lenskold, 2003). CONTROL AND MONITORING Sales Forecast There is an expectation of sales to dip during the winter and summer seasons when the weather is uncomplimentary to the product ranges made available by Burberry. The graphs below show anticipated sales (monthly followed by yearly) on four major product lines: handcrafted or hand-stitched apparel, gift items and womens and mens items. The graphs are followed by a table of overall anticipated sales forecasts. Others factors included in the market research included market trends, consumer behaviours and economic conditions. Customer Expectation and Retention Customer Retention and response are very important aspects to assess the success or failure of any or all marketing plans (Patterson, 2008). The customer response suggested in this marketing plan mainly revolves around building strong and personable relationships and sustaining them in the long term. The pyramid below shows exactly that in two circumstances: one when the customers are in a group i.e. on social media and two when the customers are dealt on an individual level i.e. in the outlet or through direct marketing (contingency plan). The former shows a different marketing mix i.e. marketing to the masses whereas the latter shows niche marketing as the chosen marketing mix. Spending on Channels Spending on Channels is expected to range in the following figures. The key channels would be radio and online advertising. They are cheaper are cost effective. All units are in USD. Marketing Expense Budget Channels Year 1 Year 2 Year 3 Radio Advertising 35,000 38,000 44,000 NewspaperMagazine Advertising 45,000 48,500 55,000 Online Advertising 55,000 65,000 70,000 Arts College Sponsorships 25,500 25,500 30,000 Customer Membership Discounts 15,000 15,000 17,000 Internship Offers 20,000 25,500 30,000 Other 15,000 16,000 20,000 (Refer to Appendix 1.7 for approximate costs and selected channels) During the 3rd year the spending has to be increased as the products reach maturity level. It is very important to extensively promote the declining product range. This is also a part of contingency plan. Contingency Plan The contingency plan for Burberry under the current circumstances includes a fresh and approach to the marketing mix that currently exists. The contingency plan must be to revert back to the original marketing techniques. The one that could be most useful is direct marketing. Businesses in the past have made use of direct marketing as a model of complete business or as a complementary to a wider incorporated marketing combination. A number of advantages can be gained from direct marketing by not only sellers but buyers too. Thus, the concept of direct marketing is gaining popularity and recognition. One of the major advantages that I feel a direct marketing plan will achieve is to engage all the parties involved from the manufacturers to the promoters to the web planners to the recruiters to the sales and marketing department. The figure below shows the interconnection of all these departments under the direct marketing plan followed by a table (Appendix 1.3) showing the sales estima tes for this contingency plan. RECOMMENDATION If the constructed plan works efficiently and hit the targets set in next 3 years, then the next major step would be setting up a high-class fashion institute in Paris and Beijing. The name would be Burberry Institute of fashion. Target students will be celebrity children, child artists and employee trainees. Education is a huge business. And this institute will also assist Burberry to showcase its fashion events and creativity development. CONCLUSION The marketing plan is designed to increase the overall performance of Burberry by increasing sales, revenue, brand value and customer satisfaction. References Clancy, K. J. and Kriegafsd P. C. (2000). Counter intuitive Marketing. The Free Press. Day, J. (2004). Burberry doffs its cap to chavs. Guardian.[online] available from [ March 22, 2011] Finch, J. (2005). GUS shareholders to receive Burberry cheque. Guardian News and Media. [online] available from [ March 22, 2011] Joshi, R. M. (2005). International Marketing, Oxford University Press, New Delhi and New York. Keller, K. L. (2002). Strategic Brand Management, 2nd ed. Prentice Hall. Lenskold, J. D. (2003). The Path to Campaign, Customer, and Corporate Profitability. McGraw-Hill Professional. Patterson, L. (2008). Marketing Metrics in Action: Creating a Performance-Driven Marketing Organization. Racom Communications. Philip, H. M. (2008). Discovery-Based Retail. Bascom Hill Publishing Group. Philip, K. P. and Kevin L. K. (2006). Marketing Management, 12th ed. Pearson Prentice Hall. Ries, A. and Trout, J. (2000). Positioning: The Battle for Your Mind (20th anniversary ed.) McGraw-Hill. Schultz, D. E. and Kitchen, P. J. (2000). Communicating Globally. Palgrave Macmillan. Zinderman, C. (2009). A Grown-up Emma Watson Models for Burberry. International Business Times. [online] available from [March 22, 2011]

On Distant View of a Minaret Essay -- essays research papers

In â€Å"Distant View of a Minaret† by Alifa Rifaat, a lonely wife describes life with her husband as â€Å"a world from which she had been excluded† (Rifaat, 1996, p. 256). While a woman paints a picture of a seemingly mundane afternoon, a minaret viewed in the distance provides the reader with vivid symbols of the underlying resignation of expectation and desire she once had for her marriage and her husband. The very first paragraph of the story describes the wife looking at her husband through â€Å"half-closed eyes† and being only â€Å"half-aware of the movements of his body† (Rifaat, 1996, p. 256). While it seems as if the wife is simply depicting waking up from sleep and noticing her husband, immediately upon reading the second paragraph the reader is made aware that the husband and wife are actually having sex. The immediate impression that the reader gets is that this woman is not only not having her needs met and has obviously resigned herself to this type of encounter with her husband by the offhand way she talks about noticing a spider’s web on the ceiling. The bleak tone of this story takes a particularly sad and disturbing tinge when the wife illustrates a scene from early on in her marriage where she tries to get her husband to satisfy her desire and provide her with mutual satisfaction, only to have him rebuke and reprimand her. In fact, the husband responds in such a particularly brusque and hysterical manner that the reader can see how traumatized the wife would have been at ...

In this assignment I will discuss how fate and superstition contribute :: English Literature

In this assignment I will discuss how fate and superstition contribute to the final Tragedy. I will also consider other elements in the play, such as social class, education, poverty, and coincidence, which are highly significant to the story. In the play there are many references to the devil and the bogeyman, both figures representing evil and control. Most of the characters are strongly influenced by these; the "kids," who believe in the bogey man, and incorporate him into their games, "will he get me mummy?" and their mothers, who are influenced by the devil. The Narrator, who plays an integral part in the play, can be interpreted as the devil or bogeyman, following Mickey Eddie and Linda around and taunting their mothers, "Now you know the devils got your number" in this manner controlling the main characters and making the events (stated in the prologue) come to pass. The Narrator adapts the roles of many minor characters reinforcing the idea that the narrator is in control, because he is featured in all the significant turning points of the story, taking the parts of the milkman, gynaecologist, bus driver and the police man. The narrator is an ambiguous character, so he can also be portrayed as neutral, just telling and observing the story, or someone understanding and sympathetic, watching the events unfold. The prologue introduces the play, making the audience feel like the story is already written and Mickey and Eddie are destined to die. "An' did you never hear how the Johnstones died?" This is yet another reason to believe that fate is in control. However, there are powerful arguments to suggest that it is more coincidence and class that causes the deaths of the twins, for example, when Mrs Jhonstone has twins when she might have been able to cope with just one baby, and when Mr Lyons fires Mickey. As small children, Mickey and Eddies friendship isn't greatly affected by the difference in class, they are both envious of the other, showing that neither really has a better childhood, although one has more money, so has a higher chance of being successful in life. But inevitably, as they get older, Mickey is more directly affected by the poverty he lives with, and when Eddie moves on to university, a barrier develops between them, illustrating the contrasts between their lives and making their futures seem even more decided. Some characters are also affected by superstition, especially Mrs Jhonstone, who, although she denies, it is very superstitious "The shoes". This explains partly why she gives one of the twins away, because it is Mrs Lyon's manipulation that forces her, rather than fate or

William Shakespeares A Midsummer Nights Dream Essay -- Shakespeare M

William Shakespeare's A Midsummer Night's Dream In William Shakespeare’s A Midsummer Night’s Dream, there are endless images of water and the moon. Both images lend themselves to a feeling of femininity and calm. In classical mythology, the image of water is often linked with Aphrodite, goddess of passion and love. Born of the foam of the sea, Aphrodite was revered as an unfaithful wife to her husband Hephaestus (Grant 36). This may have a direct coloration to the unfaithful nature of the four lovers, Hermia, Helena, Lysander, and Demetrius, while in the woods. Perhaps more important, however, is Aphrodite’s link to the other Olympian maiden goddesses. As Aphrodite was attributed with love and beauty, Athena was the protector of war and arts, and finally, Artemis was the goddess of the woods and wild things (Hamilton 31). Artemis was brother of Apollo, god of the sun, and therefore she was the goddess of the moon. Through out literature it seems imagery of the moon and water can be used nearly intercha ngeably because they both imply feminine powers; water is representative of life and motion and the moon is representative of Artemis directly. Shakespeare seems to have been quite aware of the duties and powers of this ancient goddess. In many instances, this â€Å"protectress of dewy youth† is equated with other goddesses named Phoebe, Selene, or Luna (Hamilton 32). By any name, however, it is most important to realize the goddesses’ representation of the sky and woodlands. The character or Lysander makes direct reference to the relevance of this goddess in Act I, Scene 1 while talking to his forbidden beloved Hermia: Tomorrow night, when Phoebe doth behold, Her silver visage in the wat’... ...ancient mythology familiar to Shakespeare and his audience. Works Cited Grant, Michael and John Hazel. Who’s Who Classical Mythology Oxford University Press, NewYork: 1993 Hamilton, Edith. Mythology Warner Books, New York: 1942 Hamilton-Parker, Craig. â€Å"Moon† Remembering and Understanding Your Dreams Stearling Publishing Co. Inc., New York: 2000 Shakespeare, William. The Tempest Orgel, Stephen Ed. Oxford University Press, New York: 1998 Shakespeare, William. A Midsummer Night’s Dream The Norton Shakespeare: Comedies Greenblatt, Stephen Ed. W.W. Norton and Company, New York: 1997 Shakespeare, William. A Midsummer Night’s Dream Mowat, Barbra and Werstine, Paul Ed. Washington Square Press, New York: 1993 Thorndike, E.L and Clarence L. Barnhart. â€Å"Lunatic† Thorndike Barnhart Student Dictionary Scott, Foresman and Company, Illinois: 1988: (666)

12 Step

12-Step/Mutual Support Group Meeting Directions and Requirements Read Chapter 10 in advance of attending the meeting. 1. Students should choose the type of meeting they wish to attend: Alcoholics Anonymous, Narcotics Anonymous, Overeaters Anonymous, Reformers Unanimous etc. Look in Chapter 10 for a list of others. Often these meetings are held at churches, shelters, and helping agencies. They are offered at various times of the day and multiple times each week. Rocky Mount has some really great AA and NA groups but you may attend anywhere you choose. 2. Go online for a meeting schedule for your area.Google the meeting type and then your county/town for a full listing. 3. Choose an OPEN (O) or Open Speaker (OS or Sp) meeting to attend. Do NOT attend a CLOSED meeting as they are for members only. 4. Do NOT take notes or attempt in any way to record the meeting; you are there to observe. Taking notes has the potential to violate the anonymous nature of these group fellowships. Recording the meeting is a violation of privacy and law! 5. Be respectful by identifying yourself by first name only and as a visitor or by saying you are there to learn about the program if asked. . You are there to OBSERVE, so do not attempt to interview members of the fellowship. Attend the meeting and experience what the members offer through sharing. Stay for the entire meeting. 7. ————————————————- After the meeting, privately jot down some immediate thoughts and reactions to what you observed and learned. Use first names ONLY if you recount a members story. ————————————————- ————————————————- These meetings usually have light refreshments (coffee, cookies , etc. . Also, many of the fellowships are self-supporting, so a basket may be passed around at the end of the meeting to collect $1 from members. You may contribute $1 if you choose to, but you are not expected to do so since you are not a member. Simply pass the basket to the next person. Out of respect for the meeting process, please avoid getting up or moving around during the meeting (as in going to the bathroom, etc). Although I think the experience is more meaningful when students attend alone, you may elect to go with one nother person. Please do not attend in small groups which will only draw attention to yourselves and create a spectacle. At all times be mindful that you are entering a safe and sacred space for those who suffer from addiction. Meetings often begin and end with a prayer. If you are not comfortable joining in the group prayer, feel free to simply remain silent. In preparing the paper for submission you will need to address the following: 1. What were your th oughts, feelings, preconceived notions prior to attending the meeting. 2.Describe the demographics of the fellowship: race, ethnicity, socioeconomic status (SES), gender, age, etc. 3. Describe the atmosphere of the fellowship, the meeting dynamics, and the group norms. How did the meeting progress? 4. Detail what you learned about those with chemical dependency, addiction, yourself, and your community through this event. What surprised you or impressed you? 5. How will your work as a social work practitioner or human service worker be impacted by what you have learned about 12-Step / Mutual Support Groups?Required: TNR 12 font, in-text references from the textbook with a reference page, and 4-6 pages of reflection and analysis tying back the experience of the meeting with the learning from the textbook and course. Upload the file in the DF in Moodle or email the Word document as an attachment through the student email account before the deadline. Late Policy applies to this assignme nt, so please submit it before the due date and time to insure the most points possible! Consult Moodle and the Course Outline for the deadline.

Climate Change in Africa and Its Effects

Suggest ways in which climate change might affect Africa’s physical environment? Many things will happen to Africa’s physical environment as climate change happens, however the main ones will be: decreased or no change in crop growing with some even going down over 20%, decreased rainfall in parts where there already is only 1-100mm a year anyway; it contains around 29% of the world’s mammals, birds and plants and also 17% of the amphibians and reptiles, and finally Africa has a lot of low lying coastal areas which are prone to flooding.This leads onto my first point†¦ As the ice caps continue to deteriorate in size and melt into the oceans, they then rise. This directly causes problems to low lying land areas Africa like Tunisia who is right next to the sea. The reasons for this is that flooding will happen and cause the infrastructure to be washed away and also a lot of the population in Africa are of a poor nature and so flooding happens they lose out or at worst perish from malnourishment as a result of the flooding from the sea and decreased rainfall, this links to my next paragraph, As a result of climate change Africa has seen droughts rising especially in the Sahara.The cause of this is most likely the decreased rainfall that in some places is predicted to drop by at least 10-20% a huge amount considering the amount of vegetation and animals supported by this rainfall which by 2050 will largely in part be gone as a result of climate change. In conclusion even though there may be some good benefactors to do with climate change effecting African environment, most however are on the negative side as they are effects like reduced rainfall and flooding to low lying areas, which are easily flooded as they are built next to the sea.Another process that of costal erosion where as the flood water retreats it starts to wear down the vick. Examine the possible economic impacts of projected climate change for the African continent? Firstly there are many economic reasons which will be impacted on the other hand there are a few main ones these include crops getting destroyed by either flooding or droughts, another is rainfall and last is the malaria outbreaks more often.Secondly, droughts and floods have a disastrous effect on the economy, the reason for this is that crops won’t be growing or are washed away. This then directly effects most African nations that are experiencing it as then they will lose out on their crop harvest and also the economy’s there are mostly agricultural. The floods and droughts also will then go onto effect the people. This leads on to my next point†¦ When the rainfall starts to decrease by sometimes up 20% so do the crop harvest.This again creates the same problem as before during floods and droughts this is because again that it affected the food supply and as the economy is agricultural many more people become more bankrupt and put into the poverty cycle. Thirdly Malar ia is a great threat to the economy as, as it gets hotter they begin to migrate to new places around Africa. Because these mosquitos have Malaria the places where they have been spreading to are more than likely not to have a vaccine.This then affects the economy as a lot of people are off of work and so can cost the country millions going into billions of dollars this again creating a poverty trap. In conclusion there are many factors that affect the economy. To start with Malaria is most definitely one as the more people it infects the more people are out of work and so are not contributing to the economy this then links to decreased rainfall as predicted by 2050, which is North Africa and so as that heats up it increases the mosquitos that migrate there and so this creates a Major town.