Tuesday, November 26, 2019

Lawrence of Arabia and Imperialism

Lawrence of Arabia and Imperialism Free Online Research Papers We remember all the men and women who fought or sacrificed themselves in different ways in world war one. They are remembered for their bravery and determination to help our country. One man is remembered for more than that. He served his country well while trying to stand up for the little guy. T.E. Lawrence is remembered for his sacrifices and bravery while trying to help the Arab people. I think the film review, called â€Å"BFI Film Classics- Lawrence of Arabia† said it best when they stated â€Å"T.E. Lawrence remains one of the most appealing characters or ‘personalities’ in twentieth-century British history or one of its greatest poseurs†. Even though he loved his country he had a lot of sympathy for the Arabs and wanted what was best for them. This is shown in a spectacular movie called Lawrence of Arabia. This movie uses excellent characterization, along with good acting and directing, to help develop a strong theme about the power of imperialis m. The director shows us different points of view using one character, Lawrence. On one hand he is linked to European imperialism, and even helps it along because he knows what is going on the whole time with the French and the English wanting control over Arabia and he chooses to ignore it. On the other hand he is dedicated to the freedom of the Arab people. Lawrence feels torn between his homeland and its army, and his newfound comrades within the Arab desert tribes. All this helps us to understand the pressures on Lawrence. The major theme of this movie is that even a person with the best intention can let power blind them to what is really going around them. Such as when Lawrence knows what might be going on with the British in Arabia but the general makes him feel so important, this makes Lawrence believe in his own legend. His thirst for power and maintaining it is stronger than his thirst for justice of the Arab people. That is until he is captured beaten and suggestively raped. After this he knows he is not invincible as he once thought and he wants to quit but once again the general makes him feel like a hero again. This time he shows signs of doing it for the Arabs for a more justified reason. This Movie goes into great depth, it is very insightful and enjoyable to watch, and the theme is so easily interpreted. This movie was really a pleasure. As Stated by Kevin Jackson in â€Å"BFI film classics-Lawrence of Arabia†, â€Å"One cans help admitting to liking, and even admiring Lawrence of Arabia (1962)†. Lawrence and Brighten throughout the movie seem to be fighting on the same side for the same cause. Lawrence and Brighton actually happen to be foil characters with one another. Brighton happens to be a loyalist, who believes that his country is the best and there is no other better. He does what is best for the British army no matter what. Lawrence on the other hand is more sympathetic to the Arab people, and their culture and way of life. He even goes to say â€Å"The desert is your ocean. You may go where you please and strike where you please. This is how you have always fought you should not change it.† This scene is near the beginning of the movie when they are in Fesial’s tent. This scene shows us the foil between Lawrence and Brighton best. Lawrence argues with Brighton about whether or not they should fall back on Yenbo and become under the control and protection of the British army, or if they should take Aqaba. Brighton says â€Å"British and Arab interests are one in the same†. He is speaking of Arabia as if it were a British colony. They argue about if the Arabs need training or guns. Brighton states that Great Britain is a small country much smaller than Arabia and even smaller in numbers than most, but it is great because it has discipline and training. Lawrence agrees with king Fesial when he argues that the British are great because of their navy. This navy is their advantage over everyone else; Lawrence suggests that king Fesial use the desert as his advantage over the Turkish army. This goes against everything Brighton wants and this makes them character foils. Brighton even goes as far to call Lawrence a traitor to his country. Lawrence lets all the praise and power go to his head he falls for the same trick over and over again. He believes he is a prophet, the only man who can free the Arabs from their doom. Ultimately he believes what Jackson Bently has written him out to be. An example of this is when Lawrence returns to tell the general about their victory in Aqaba. The script goes like this: Lawrence-â€Å"We took Aqaba† General- â€Å"It isn’t possible† Lawrence- â€Å"Yes it is. I did it† Another example is when Jackson Bently is interviewing La wrence he asked him â€Å"What do these people have to gain?† He replies â€Å"Their freedom and I am going to give it to them.† Or when Arabs are looting trains and leaving for home because they have enough stuff, and leaving Lawrence with little men. He says â€Å"They will come and fight for me† or when he says â€Å"They will come for Dimaskis and I am going to give it to them†. All this is not entirely Lawrence’s fault. The General plays on his weakness for power by promoting him two ranks, to major, and announcing it to everyone in the game room. Even when he wanted to quit, the general made him feel like he was a very important part of winning the war and that they could not do it without him. Also Sheriff Ali makes him feel like he has ultimate power after he rescues Gasim from the desert, because he must execute him for killing one of the other tribesmen. Sheriff Ali makes him feel powerful by saying â€Å"You gave life and you took it † this makes him feel like he has the power of God himself because he is the only one who could do that. In this movie the director is very aware of imperialism and ultimately the racism toward Arabs. He uses it in this movie to help strengthen his theme, about British and French imperialism. The director also tries to suck us into the movie using the music to describe how Lawrence is feeling at the time and helps us to understand why he is feeling this way. The Variety Staff agrees with this statement in their article â€Å"Lawrence of Arabia† they say â€Å"Lean and cameraman Young have brought out the loneliness and pitiless torment of the desert with an artistic use of color and with almost every frame superbly mounted. Micheal Warre’s musical score is often overlooked but is always contributory to the mood of the film†. Eerie, even scary music is used when Lawrence is walking in the desert and comes to the conclusion to attack Aqaba by land. This lets us know how scared Lawrence is about doing this but he knows it is the only way. Another example is when Lawren ce rescues Gasim from the desert and the trumpets sound. This describes how Lawrence feels glad to be alive and how he feels like a hero. And he feels like he has gained some respect from Sheriff Ali. Throughout the movie sheriff Ali and Lawrence are character foils. The thing that is different about these two character foils is that by the end of the movie they switch into each other’s roles as the other’s foil. Toward the beginning of the movie sheriff Ali kills an Arab man in cold blood because he is drinking from his well. This man was Lawrence’s guide. While later or towards the end of the movie he feels sympathy for the Turkish army who is his enemy. While Lawrence at the beginning of the movie is furious with Sheriff Ali for killing this man they get into a huge argument. Then at the end of the movie Lawrence orders the slaughter of the Turkish army with no one left alive. This not only proves that they were character foils but also proves that they also switched roles sometime throughout the movie. Some saw T.E. Lawrence as a saviour. Others saw him as just a man, but people such as myself believe he was somewhere in between. He was just a man who wanted what was best for everyone but he had a dark side lusting for power. This flaw makes us realize he is just human and helps us to relate to the man. Throughout this movie the great acting, and directing made this movie enjoyable, but also helped to get an important theme across. While the effective characterization of Lawrence helped to strengthen it. Work Cited â€Å"BFI Film Classics- Lawrence of Arabia† Film Review, Nov2007, p124-124 Ceplair, Larry â€Å"Righting A Wrong: Paul Jarrico and the Correction of Blacklist-Era Screen Credits.† Cineaste, Fall2007, p30-33 Kemp Philip â€Å"Lawrence of Arabia† Sight and Sound, Nov2007, p93-93 â€Å"Lawrence of Arabia† Variety Movie Reviews, 12/30/1998, p1-1 Research Papers on Lawrence of Arabia and ImperialismWhere Wild and West MeetRelationship between Media Coverage and Social andQuebec and CanadaEffects of Television Violence on ChildrenAppeasement Policy Towards the Outbreak of World War 2Assess the importance of Nationalism 1815-1850 EuropeHonest Iagos Truth through DeceptionThe Effects of Illegal ImmigrationMarketing of Lifeboy Soap A Unilever ProductBringing Democracy to Africa

Friday, November 22, 2019

A Biography of Letizia Bonaparte - Napoleons Mother

A Biography of Letizia Bonaparte - Napoleons Mother Letizia Bonaparte experienced poverty and opulent wealth thanks to the actions of her children, the most famous of whom was Napoleon Bonaparte, the twice Emperor of France. But Letizia was no mere lucky mother profiting from a childs success, she was a formidable figure who guided her family through difficult, albeit often self made, situations, and saw a son rise and fall while keeping a relatively steady head. Napoleon might have been emperor of France and Europes most feared military leader, but Letiziawas still happy to refuse to attend his coronation when she was unhappy with him! Marie-Letizia Bonaparte (nà ©e Ramolino), Madame Mà ©re de Sa Majestà © lEmpereur (1804 - 1815) Born: 24th August 1750 in Ajaccio, Corsica.Married: 2nd June 1764 in Ajaccio, CorsicaDied: 2nd February 1836 in Rome, Italy. Childhood Born in the middle of the eighteenth century, August 1750, Marie-Letizia was a member of the Ramolinos, a low ranking noble family of Italian descent whose elders had lived around Corsica - and in Letizias case, Ajaccio - for several centuries. Letizias father died when she was five and her mother Angela remarried a few years later to Franà §ois Fesch, a captain from the Ajaccio garrison which Letizias father had once commanded. Throughout this period Letizia received no education beyond the domestic. Marriage The next phase of Letizias life began on June 2nd 1764 when she married Carlo Buonaparte, the son of a local family with similar social rank and Italian descent; Carlo was eighteen, Letizia fourteen. Although some myths claim otherwise, the couple certainly didnt elope on a lovesick whim and, although some of the Ramolinos objected, neither family was overtly against the marriage; indeed, most historians agree that the match was a sound, largely economic, agreement which left the couple financially secure, although far from rich. Letizia soon bore two children, one before the end of 1765 and another under ten months later, but neither lived for long. Her next child was born on July 7th 1768, and this son survived: he was named Joseph. Overall, Letizia gave birth to thirteen children, but only eight of those made it past infancy. On The Front Line One source of family income was Carlos work for Pasquale Paoli, a Corsican patriot and revolutionary leader. When French armies landed in Corsica during 1768 Paolis forces fought an, initially successful, war against them and, in early 1769, Letizia accompanied Carlo to the front line - at her own behest - despite her fourth pregnancy. However, the Corsican forces were crushed at the battle of Ponte Novo and Letizia was forced to flee back to Ajaccio through mountains. The incident is worth noting, for shortly after her return Letizia gave birth to her second surviving son, Napoleon; his embryonic presence at the battle remains part of his legend. Household Letizia remained in Ajaccio for the next decade, bearing six more children who survived into adulthood - Lucien in 1775, Elisa in 1777, Louis in 1778, Pauline in 1780, Caroline in 1782 and finally Jerome in 1784. Much of Letizias time was spent caring for those children who remained at home - Joseph and Napoleon departed for schooling in France during 1779 - and organising the Casa Buonaparte, her home. By all accounts Letizia was a stern mother prepared to whip her offspring, but she was also caring and ran her household to the benefit of all. Affair with Comte de Marbeuf During the late 1770s Letizia began an affair with the Comte de Marbeuf, Corsicas French military governor and a friend of Carlos. Although there is no direct evidence, and despite the attempts of some historians to argue otherwise, the circumstances make it quite clear that Letizia and Marbeuf were lovers at some point during the period 1776 to 1784, when the latter married an eighteen year girl and began to distance himself from the, now 34 year old, Letizia. Marbeuf may have fathered one of the Buonaparte children, but commentators who claim he was Napoleons father are without any foundation. Fluctuating Wealth / Flight to France Carlo died on February 24th 1785. For the next few years Letizia managed to keep her family together, despite numerous sons and daughters scattered across France in education and training, by running a thrifty household and persuading notoriously ungenerous relatives to part with money. This was the start of a series of financial troughs and peaks for Letizia: in 1791 she inherited large sums from Archdeacon Lucien, a man who had lived on the floor above her in the Casa Buonaparte. This windfall enabled her to relax her grip on household tasks and enjoy herself, but it also enabled her son Napoleon to enjoy quick promotion and enter into the turmoil of Corsican politics. After turning against Paoli Napoleon suffered defeat, forcing his family to flee for the French mainland in 1793. By the end of that year Letizia was lodged in two small rooms at Marseilles, relying on a soup kitchen for food. This sudden income and loss would, you can speculate, colour her views when the family rose to great heights under the Napoleonic empire and fell from them with equally spectacular speed. Rise of Napoleon Having plunged his family into poverty, Napoleon soon saved them from it: heroic success in Paris brought him promotion to the Army of the Interior and considerable wealth, 60,000 francs of which went to Letizia, enabling her to move into one of Marseilles best homes. From then until 1814 Letizia received ever greater riches from her son, especially after his triumphant Italian campaign of 1796-7. This lined the elder Bonaparte brothers pockets with considerable riches and caused the Paolistas to be expelled from Corsica; Letizia was thus able to return to the Casa Buonaparte, which she renovated with a massive compensatory grant from the French government. The Wars of the 1st / 2nd / 3rd / 4th / 5th / 1812 / 6th Coalition Mother of the Emperor of France Now a woman of great wealth and considerable esteem, Letizia still attempted to control her children, remaining able to praise and chastise them even as they became kings, princes and emperors. Indeed, Letizia was keen that each should benefit equally from the Bonapartes success, and each time he bestowed an award on one sibling Letizia urged him to restore the equilibrium with awards to the others. In an imperial story full of wealth, battles and conquest, there is something warming about the presence of the imperial mother still making sure the siblings divided things equally, even if these were regions and people had died to gain them. Letizia did more than simply organise her family, for she acted as unofficial governor of Corsica - commentators have suggested that nothing major occurred without her approval - and oversaw the Imperial Charities. Snubbing Napoleon However, Napoleons fame and wealth was no guarantee of his mothers favour. Immediately after his imperial accession Napoleon granted titles to his family, including that of Prince of the Empire for Joseph and Louis. However, Letizia was so chagrined at hers - Madame Mà ¨re de Sa Majestà © lEmpereur (or Madame Mà ¨re, Madam Mother) - that she boycotted the coronation. The title may well have been a deliberate slight from son to mother over family arguments and the Emperor tried to make amends a year later, in 1805, by giving Letizia a country home with over 200 courtiers, high-ranking servants and vast sums of money. Madame Mre This episode reveals another side of Letizia: she was certainly careful with her own money, but willing to spend that of her children and patrons. Unimpressed with the first property - a wing of the Grand Trianon - she had Napoleon move her into a large seventeenth century chateau, despite complaining at the opulence of it all. Letizia was exhibiting more than an innate miserlyness, or using the lessons learnt from coping with her free-spending husband, for she was preparing for the potential collapse of Napoleons empire: My son has a fine position, said Letizia, but it may not continue for ever. Who knows whether all these kings wont some day come to me begging for bread? (Napoleons Family, Seward, pg 103.) Refuge in Rome Circumstances did indeed change. In 1814 Napoleons enemies seized Paris, forcing him into abdication and exile on Elba; as the Empire fell, so his siblings fell with him, losing their thrones, titles and parts of their wealth. Nevertheless, the conditions of Napoleons abdication guaranteed Madame Mà ¨re 300,000 francs a year; throughout the crises Letizia acted with stoicism and gentle bravery, never rushing from her enemies and marshalling her errant children as best she could. She initially traveled to Italy with her half brother Fesch, the latter gaining an audience with Pope Pius VII during which the pair were granted refuge in Rome. Letizia also exhibited her head for sensible finances by liquidating her French property before it was taken from her. Still showing parental concern, Letizia traveled to stay with Napoleon before urging him to embark on the adventure which became the Hundred Days, a period when Napoleon regained the Imperial Crown, hurriedly re-organised France and fought the most famous battle in European History, Waterloo. Of course, he was defeated and exiled to distant St. Helena. Having traveled back to France with her son Letizia was soon thrown out; she accepted the protection of the Pope and Rome remained her home. Post Imperial Life Her son may have fallen from power, but Letizia and Fesch had invested considerable sums during the days of Empire, leaving them wealthy and ensconced in luxury: she brought the Palazza Rinuccini in 1818 and installed within it a large number of staff. Letizia also remained active in her familys affairs, interviewing, hiring and shipping staff out to Napoleon and writing letters to secure his release. Nevertheless, her life now became tinged with tragedy as several of her children died young: Elisa in 1820, Napoleon in 1821 and Pauline in 1825. After Elisas death Letizia only ever wore black, and she became increasingly devout. Having lost all her teeth earlier in life Madame Mere now lost her sight, living many of her final years blind. Death / Conclusion Letizia Bonaparte died, still under the protection of the Pope, in Rome on February 2nd 1836. An often dominant mother, Madame Mà ¨re was a pragmatic and careful woman who combined an ability to enjoy luxury without guilt, but to also plan ahead and live without exorbitance. She remained Corsican in thought and word, preferring to speak Italian instead of French, a language which, despite almost two decades living in the country, she spoke poorly and could not write. Despite the hatred and bitterness aimed at her son Letizia remained a surprisingly popular figure, probably because she lacked the eccentricities and ambitions of her children. In 1851 Letizias body was returned and buried in her native Ajaccio. That she is a footnote in the history of Napoleon is an enduring shame, as she is an interesting character in her own right, especially as, centuries later, it is often the Bonapartes who resisted the heights of grandeur and folly who endear. Notable Family:Husband: Carlo Buonaparte (1746 - 1785)Children: Joseph Bonaparte, originally Giuseppe Buonaparte (1768 - 1844)Napoleon Bonaparte, originally Napoleone Buonaparte (1769 - 1821)Lucien Bonaparte, originally Luciano Buonaparte (1775 - 1840)Elisa Bacciochi, nà ©e Maria Anna Buonaparte/Bonaparte (1777 - 1820)Louis Bonaparte, originally Luigi Buonaparte (1778 - 1846)Pauline Borghese, nà ©e Maria Paola/Paoletta Buonaparte/Bonaparte (1780 - 1825)Caroline Murat, nà ©e Maria Annunziata Buonaparte/Bonaparte (1782 - 1839)Jà ©rà ´me Bonaparte, originally Girolamo Buonaparte (1784 - 1860)

A Biography of Letizia Bonaparte - Napoleons Mother

A Biography of Letizia Bonaparte - Napoleons Mother Letizia Bonaparte experienced poverty and opulent wealth thanks to the actions of her children, the most famous of whom was Napoleon Bonaparte, the twice Emperor of France. But Letizia was no mere lucky mother profiting from a childs success, she was a formidable figure who guided her family through difficult, albeit often self made, situations, and saw a son rise and fall while keeping a relatively steady head. Napoleon might have been emperor of France and Europes most feared military leader, but Letiziawas still happy to refuse to attend his coronation when she was unhappy with him! Marie-Letizia Bonaparte (nà ©e Ramolino), Madame Mà ©re de Sa Majestà © lEmpereur (1804 - 1815) Born: 24th August 1750 in Ajaccio, Corsica.Married: 2nd June 1764 in Ajaccio, CorsicaDied: 2nd February 1836 in Rome, Italy. Childhood Born in the middle of the eighteenth century, August 1750, Marie-Letizia was a member of the Ramolinos, a low ranking noble family of Italian descent whose elders had lived around Corsica - and in Letizias case, Ajaccio - for several centuries. Letizias father died when she was five and her mother Angela remarried a few years later to Franà §ois Fesch, a captain from the Ajaccio garrison which Letizias father had once commanded. Throughout this period Letizia received no education beyond the domestic. Marriage The next phase of Letizias life began on June 2nd 1764 when she married Carlo Buonaparte, the son of a local family with similar social rank and Italian descent; Carlo was eighteen, Letizia fourteen. Although some myths claim otherwise, the couple certainly didnt elope on a lovesick whim and, although some of the Ramolinos objected, neither family was overtly against the marriage; indeed, most historians agree that the match was a sound, largely economic, agreement which left the couple financially secure, although far from rich. Letizia soon bore two children, one before the end of 1765 and another under ten months later, but neither lived for long. Her next child was born on July 7th 1768, and this son survived: he was named Joseph. Overall, Letizia gave birth to thirteen children, but only eight of those made it past infancy. On The Front Line One source of family income was Carlos work for Pasquale Paoli, a Corsican patriot and revolutionary leader. When French armies landed in Corsica during 1768 Paolis forces fought an, initially successful, war against them and, in early 1769, Letizia accompanied Carlo to the front line - at her own behest - despite her fourth pregnancy. However, the Corsican forces were crushed at the battle of Ponte Novo and Letizia was forced to flee back to Ajaccio through mountains. The incident is worth noting, for shortly after her return Letizia gave birth to her second surviving son, Napoleon; his embryonic presence at the battle remains part of his legend. Household Letizia remained in Ajaccio for the next decade, bearing six more children who survived into adulthood - Lucien in 1775, Elisa in 1777, Louis in 1778, Pauline in 1780, Caroline in 1782 and finally Jerome in 1784. Much of Letizias time was spent caring for those children who remained at home - Joseph and Napoleon departed for schooling in France during 1779 - and organising the Casa Buonaparte, her home. By all accounts Letizia was a stern mother prepared to whip her offspring, but she was also caring and ran her household to the benefit of all. Affair with Comte de Marbeuf During the late 1770s Letizia began an affair with the Comte de Marbeuf, Corsicas French military governor and a friend of Carlos. Although there is no direct evidence, and despite the attempts of some historians to argue otherwise, the circumstances make it quite clear that Letizia and Marbeuf were lovers at some point during the period 1776 to 1784, when the latter married an eighteen year girl and began to distance himself from the, now 34 year old, Letizia. Marbeuf may have fathered one of the Buonaparte children, but commentators who claim he was Napoleons father are without any foundation. Fluctuating Wealth / Flight to France Carlo died on February 24th 1785. For the next few years Letizia managed to keep her family together, despite numerous sons and daughters scattered across France in education and training, by running a thrifty household and persuading notoriously ungenerous relatives to part with money. This was the start of a series of financial troughs and peaks for Letizia: in 1791 she inherited large sums from Archdeacon Lucien, a man who had lived on the floor above her in the Casa Buonaparte. This windfall enabled her to relax her grip on household tasks and enjoy herself, but it also enabled her son Napoleon to enjoy quick promotion and enter into the turmoil of Corsican politics. After turning against Paoli Napoleon suffered defeat, forcing his family to flee for the French mainland in 1793. By the end of that year Letizia was lodged in two small rooms at Marseilles, relying on a soup kitchen for food. This sudden income and loss would, you can speculate, colour her views when the family rose to great heights under the Napoleonic empire and fell from them with equally spectacular speed. Rise of Napoleon Having plunged his family into poverty, Napoleon soon saved them from it: heroic success in Paris brought him promotion to the Army of the Interior and considerable wealth, 60,000 francs of which went to Letizia, enabling her to move into one of Marseilles best homes. From then until 1814 Letizia received ever greater riches from her son, especially after his triumphant Italian campaign of 1796-7. This lined the elder Bonaparte brothers pockets with considerable riches and caused the Paolistas to be expelled from Corsica; Letizia was thus able to return to the Casa Buonaparte, which she renovated with a massive compensatory grant from the French government. The Wars of the 1st / 2nd / 3rd / 4th / 5th / 1812 / 6th Coalition Mother of the Emperor of France Now a woman of great wealth and considerable esteem, Letizia still attempted to control her children, remaining able to praise and chastise them even as they became kings, princes and emperors. Indeed, Letizia was keen that each should benefit equally from the Bonapartes success, and each time he bestowed an award on one sibling Letizia urged him to restore the equilibrium with awards to the others. In an imperial story full of wealth, battles and conquest, there is something warming about the presence of the imperial mother still making sure the siblings divided things equally, even if these were regions and people had died to gain them. Letizia did more than simply organise her family, for she acted as unofficial governor of Corsica - commentators have suggested that nothing major occurred without her approval - and oversaw the Imperial Charities. Snubbing Napoleon However, Napoleons fame and wealth was no guarantee of his mothers favour. Immediately after his imperial accession Napoleon granted titles to his family, including that of Prince of the Empire for Joseph and Louis. However, Letizia was so chagrined at hers - Madame Mà ¨re de Sa Majestà © lEmpereur (or Madame Mà ¨re, Madam Mother) - that she boycotted the coronation. The title may well have been a deliberate slight from son to mother over family arguments and the Emperor tried to make amends a year later, in 1805, by giving Letizia a country home with over 200 courtiers, high-ranking servants and vast sums of money. Madame Mre This episode reveals another side of Letizia: she was certainly careful with her own money, but willing to spend that of her children and patrons. Unimpressed with the first property - a wing of the Grand Trianon - she had Napoleon move her into a large seventeenth century chateau, despite complaining at the opulence of it all. Letizia was exhibiting more than an innate miserlyness, or using the lessons learnt from coping with her free-spending husband, for she was preparing for the potential collapse of Napoleons empire: My son has a fine position, said Letizia, but it may not continue for ever. Who knows whether all these kings wont some day come to me begging for bread? (Napoleons Family, Seward, pg 103.) Refuge in Rome Circumstances did indeed change. In 1814 Napoleons enemies seized Paris, forcing him into abdication and exile on Elba; as the Empire fell, so his siblings fell with him, losing their thrones, titles and parts of their wealth. Nevertheless, the conditions of Napoleons abdication guaranteed Madame Mà ¨re 300,000 francs a year; throughout the crises Letizia acted with stoicism and gentle bravery, never rushing from her enemies and marshalling her errant children as best she could. She initially traveled to Italy with her half brother Fesch, the latter gaining an audience with Pope Pius VII during which the pair were granted refuge in Rome. Letizia also exhibited her head for sensible finances by liquidating her French property before it was taken from her. Still showing parental concern, Letizia traveled to stay with Napoleon before urging him to embark on the adventure which became the Hundred Days, a period when Napoleon regained the Imperial Crown, hurriedly re-organised France and fought the most famous battle in European History, Waterloo. Of course, he was defeated and exiled to distant St. Helena. Having traveled back to France with her son Letizia was soon thrown out; she accepted the protection of the Pope and Rome remained her home. Post Imperial Life Her son may have fallen from power, but Letizia and Fesch had invested considerable sums during the days of Empire, leaving them wealthy and ensconced in luxury: she brought the Palazza Rinuccini in 1818 and installed within it a large number of staff. Letizia also remained active in her familys affairs, interviewing, hiring and shipping staff out to Napoleon and writing letters to secure his release. Nevertheless, her life now became tinged with tragedy as several of her children died young: Elisa in 1820, Napoleon in 1821 and Pauline in 1825. After Elisas death Letizia only ever wore black, and she became increasingly devout. Having lost all her teeth earlier in life Madame Mere now lost her sight, living many of her final years blind. Death / Conclusion Letizia Bonaparte died, still under the protection of the Pope, in Rome on February 2nd 1836. An often dominant mother, Madame Mà ¨re was a pragmatic and careful woman who combined an ability to enjoy luxury without guilt, but to also plan ahead and live without exorbitance. She remained Corsican in thought and word, preferring to speak Italian instead of French, a language which, despite almost two decades living in the country, she spoke poorly and could not write. Despite the hatred and bitterness aimed at her son Letizia remained a surprisingly popular figure, probably because she lacked the eccentricities and ambitions of her children. In 1851 Letizias body was returned and buried in her native Ajaccio. That she is a footnote in the history of Napoleon is an enduring shame, as she is an interesting character in her own right, especially as, centuries later, it is often the Bonapartes who resisted the heights of grandeur and folly who endear. Notable Family:Husband: Carlo Buonaparte (1746 - 1785)Children: Joseph Bonaparte, originally Giuseppe Buonaparte (1768 - 1844)Napoleon Bonaparte, originally Napoleone Buonaparte (1769 - 1821)Lucien Bonaparte, originally Luciano Buonaparte (1775 - 1840)Elisa Bacciochi, nà ©e Maria Anna Buonaparte/Bonaparte (1777 - 1820)Louis Bonaparte, originally Luigi Buonaparte (1778 - 1846)Pauline Borghese, nà ©e Maria Paola/Paoletta Buonaparte/Bonaparte (1780 - 1825)Caroline Murat, nà ©e Maria Annunziata Buonaparte/Bonaparte (1782 - 1839)Jà ©rà ´me Bonaparte, originally Girolamo Buonaparte (1784 - 1860)

Thursday, November 21, 2019

(Economics major) The factors that influences our current gasoline Essay

(Economics major) The factors that influences our current gasoline price. ( crude oil, tax, etc..) - Essay Example To further explain, the following component and circumstance are explained on how they affect the price of petrol. Factors That Influences our Current Gasoline Price 1. Crude Oil Of all the factors that influenced the cost of gasoline, the cost of crude oil is the single most significant factor that influences our current gasoline price. It accounts up to 55 % of the total gasoline price. The cost of crude changes over time and varies among different regions of the country and the world. Crude oil cost, just like any commodity in the market is also determined by the law of supply and demand. As the law states, when supply cannot keep up with the demand, the price will naturally go up. This is also the case of crude oil where demand is perpetual while supply can be precarious due to a lot of factors. The price of gasoline is influenced by both the demand and the supply side. On the demand side, it is us consumers who determines it according to our consumption of energy and also genera lly the world’s economic growth or downturn. This happens when there is an economic growth where demand for energy increases and that means that the requirement for fuel will also naturally increases and that will translate for higher prices in crude. ... OPEC exerts a significant influence on the price of crude because its member countries constitute 43 % of the world’s crude supply in 2010. That is more than half of the world’s requirement for crude coming from a single entity or organization that it can literally dictate the price of crude my contracting production or by overproduction. When the nations that comprise OPEC choose to raise the price of crude oil, all it has to do is to reduce production and that will immediately in the price of crude. Because when there is scarcity of supply or a fear of future oil shortage, price of crude will inevitably go up. Classic example of this would be the incident in April 2001 when OPEC reduced its oil output by one million barrels per day which jacked up the prices of gasoline in the following month. The Role of OPEC While it is OPEC that accounts 43 % of the world’s supply of crude that it can dictate the amount of crude by merely contracting its supply, it cannot ho wever do so in a whim. It has to maintain a certain price to subsidize its future exploratory cost for oil and also to shield itself from the depreciation of the dollar of which oil contracts are denominated. OPEC doesn't want oil prices too high, or alternative fuel sources start to look good. OPEC has said its target price for oil is between $70-$80 a barrel. (See  High Oil Prices Caused by Wall Street, Not OPEC)(Article updated April 15, 2011) 2. Refining Cost Crude is the raw material of gasoline. But before crude can be made into gasoline that can be sold in gasoline stations, it has to be processed and refined first. The characteristic or type of gasoline that is made available is highly dependent on how it will be processed at the refinery where it is being produced. This

Tuesday, November 19, 2019

Discuss the history, human rigths and Ethics of the Individual Mandate Essay

Discuss the history, human rigths and Ethics of the Individual Mandate of the Affordable Care Act- Obamacare - Essay Example al intestinal disease, whereby the first outbreak was experienced on October 1831-1833, and the disease caused deaths of twenty-two thousand people (McVeigh, 1). After the revolution in 1848, there was legislation concerning the public health issue from the government, and there were laws passed and implemented for due to the purpose of protecting people from the epidemic disease (TRIPOD, 1). During the twentieth century, the public health was attributed to decreased rates to tuberculosis cases, and the central-line related to the infections of the bloodstream. Moreover, there was earlier diagnosis of diseases such as HIV/AIDS through screening of blood in order to prevent potential transmission though transfusions (Chan, 1). There was a decrease in the number of hospitalization and death from diseases that could be prevented through vaccination, and the influence of pneumococcal conjugate, while the rotavirus vaccines became outstanding. There was smoke-free law, whereby the taxes on cigarettes were increased while FDA commenced to apply the regulatory authority over products like tobacco, thereby banning flavored cigarettes (McMichael, 101). In addition, there were restrictions on the accessibility of the youth to drugs, and there were proposals of graphic warnings on cigarette packets. The Affordable Care Act (P.L. 111-148), which is also known as ACA, and it was signed on 23 March 2010, through the federal health reforms. There were provisions entailed in the ACA aimed at expanding the accessibility to insurance, increasing consumer protections, emphasizing on prevention, improving the quality and system performance, expansion of the health workforce and curbing health care expenses (Pound, 1). It also focuses on expanding the health insurance to insuring approximately thirty two million in private and public sector. The ACA focuses on addressing the workforce problems through provision, which entail reforms in the graduate medical education training in

Sunday, November 17, 2019

Despite Criticisms Essay Example for Free

Despite Criticisms Essay 1. Despite criticisms, the classical approach to business management is still relevant today. Discuss one example to support this statement. (25%) Classical approach on management can be in terms of three major perspective: scientific management, Bureaucracy and administrative principles, which are emphasis on purpose and formal structure, for instance, planing of work, technical requirements of organisation, principles of management, etc. Although this idea was emerged at 19th century, it does influence the management style today and some of its ideas are still relevant. UPS, a well-known shipping, freight and logistics company globally, which is a very good example of using classical approach to their management in nowadays business, especially in the bureaucracy aspect. UPS is not only follow the idea of Max Weber (1864 1920), the advocate of the idea of bureaucracy and also a sociologist, that the separation of management and ownership like many companies today, but also focus on the impersonal and rational management. UPS set out a huge amount of rules, procedures and regulations on every departments, for example, They teach their drivers 340 steps for how to deliver a package correctly, such as how to load the truck, fasten their seat belt, walk, carry their keys, etc. Strict dress code is a must: clean uniform, black or brown polished shoes with nonslip soles, no beard, no hair below the collar, no tattoo visible during deliveries, and so on. They also has well division of labour: specialized drivers, loaders, clerks, washers, sorters and main tenance personnel. All of them have to do formal record keeping, like, drivers have daily worksheets that specify performance goals and work output. When UPS want to hiring or promote employees, technical qualification is the main criterion. UPS use those impersonal management style to avoid irrationality in order to be more efficient and adaptable to change, because continuity is related to formal structure and positions rather then particular person who may leave or even die. Also, those rules and procedures provide a standard way of dealing with employees. Hence, everyone gets equal treatment, and everyone knows what the rules are, this has enabled them to become efficient as well. Although, classical approach contribute a lot in todays management, it ignore the humanistic factory and psychological need. It may cause other problems, for instance, over relying on technical qualification ignore the human aspect, since working ability cannot only be measured by technical qualification. Moreover, If organisations lose the balance, employees may be frustrated by endless rules and red tape which may eventually lower the effectiveness. And it makes work become boring and repetitive, employees become a cog of a big machines, that would lead to high levels of absenteeism and labour turnover. That the reason why classical approach is not the mainstream of todays management, although its still relevant.

Thursday, November 14, 2019

Defending Privacy of Personal Information Essay -- Internet Web Comput

Defending Privacy of Personal Information Privacy does not have a single definition and it is a concept that is not easily defined. Information privacy is an individual's claim to control the terms under which personal information is acquired, disclosed, and used [9]. In the context of privacy, personal information includes any information relating to or traceable to an individual person [ 1]. Privacy can be defined as a fundamental human right; thus, privacy protection which involves the establishment of rules governing the collection and handling of personal data can be seen as a boundary line as how far society can intrude into a person's affairs. The Internet offers many benefits but it also creates many threats that undermines our personal privacy. Concerns about loss of privacy are not new. But the computer's ability to gather and sort vast amounts of data and the Internet's ability to distribute it globally magnify those concerns [1]. Privacy concerns on the Internet are centered on improper acquisition, improper use of personal information such as intrusions, manipulation, discrimination, identity theft, and stalking of personal information. Today the Internet stretches our geographic boundaries and force us to deal with global ethic based on moral principles held to be valid across the cultures. Due to the nature of the Internet, our personal information may be transmitted over the internet and that the transfer of personal information may be made to any country in the world, regardless of the extent of any data protection laws and regulations in any of those countries. Protecting privacy on the Internet It has long been believed that information is power. Thus, people collecting personal information in ... ... 2. Privacy and Human Rights 2003 3. Herman T. Tavani, "Privacy Online," Computers and Society, Vol. 29, No. 4, 1999, pp. 11-19. 4. A. Michael Froomkin, "The Death of Privacy ?", Stanford Law Review, May 2000. 5. CPSR: Electronic Privacy Principles 6. Daniel Lin, Michael C. Loui, "Taking the Byte Out of Cookies: Privacy, Consent, and the Web" Computers and Society, June 1998. 7. Herman T. Tavani, James H. Moor "Privacy Protection, Control of Information, and Privacy-Enhancing Technologies", Computers and Society, March 2001 8. FTC: Protecting Privacy and Security of Personal Information in the Global Electronic Marketplace 9. Jerry Kang "Cyberspace Privacy: A Primer and Proposal" Human Rights Magazine, Volume 26, Number 1, Winter 1999. 10. CPSR: Potential Threats to Privacy 11. An International Survey of Privacy Laws and Practice

Tuesday, November 12, 2019

Research question †How many molecules are there in a liquid drop? Essay

Variables – Independent variable – The nature of the liquid drop. Dependent variable – Mass of liquid drop. Constants – * Concentration of the liquids * The volume of a drop * Temperature of the liquids Hypotheses and prediction – The heavier the liquid used i.e. a liquid with a high relative molar mass, the more the number of molecules per drop. I predict this as the RMM (relative molar mass) is the measure of the mass of molecules that make up a mole of a substance, and hence the higher the mass is, the more the number of molecules there have to be. Thus, the liquid would have more number of molecules per unit volume as compared to one with a lower RMM, keeping in mind the same concentration is taken. Apparatus – 1. Measuring scale, in grams (à ¯Ã‚ ¿Ã‚ ½ 0.01 g) 2. Dropper 3. Beaker, 50 ml 4. Distilled water 5. Glycerine 6. Ethanol 7. Ethylene glycol 8. Tissue paper Methodology – 1. We collected the apparatus needed and measured the mass of the 50 ml beaker. We called it m1. 2. Using a dropper, we put 20 drops of water in the beaker. We measured the mass of the beaker + water, and called it m2. The mass of the 20 drops of water was found by subtracting m1 from m2. The answer was divided by 20 to find out the mass of one drop of water. 3. We repeated step 2, with water, using 40, 60, 80 and 100 drops. This made the experiment more accurate i.e. gave a more precise mass of the water drop. 4. then, we repeated steps 3 and 4 with the three other liquids – ethanol, glycerine and ethylene glycol. 5. Values were noted down. Further calculations were made using the mole equation – Number of moles = And, also using Avogadro’s constant, where the number of molecules in one mole of a substance is 6.023 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½Ãƒ ¯Ã‚ ¿Ã‚ ½. Controlling, varying and monitoring the variables – > The independent variable was varied by using not one, but four different types of liquid. These were – distilled water, glycerine, ethanol and ethylene glycol. These liquids have different relative molecular masses. > The change of the dependent variable were monitored by using a measuring scale to observe the change in the masses of the same number of drops when different liquids were tried. > The controlled variables were kept constant:- (a) All the four liquids had the same concentration of 1 mol/dmà ¯Ã‚ ¿Ã‚ ½. This was necessary as a change in the concentration produces a change in the number of moles of the liquid in the drop. (b) The drops were all of the same sizes, and hence of the same volume. the volume was kept constant by using the same dropper for each trial, and furthermore, by applying the same pressure (from the fingers) to the bulb of the dropper. (c) The temperature of the liquid was necessary to keep constant as even trivial changes in temperatures can make a liquid expand or contract, changing its volume. The experiment was carried out at room temperature, for all trials. The temperature of the surroundings was unchanged throughout the experiment i.e. the temperature of the air conditioner was not altered. Collecting relevant and sufficient data – Before the experiment, several trials were executed in order to get a gist of the experiment and recognize and amend any errors. Examples of errors include applying different amounts of pressure on the dropper bulb, giving us drops of different volumes. We also noticed that sometimes, more or less drops were added than needed, due to not observing well or counting the number of drops being put into the beaker carefully. We corrected this by paying more attention to the number of drops being put into the beaker. These errors were made right and taking trials before the experiment ensured we had a more precise, accurate and relevant experiment. We also decided to take the mass as the dependent variable, instead of volume, as we were provided with a measuring scale which was much more accurate (à ¯Ã‚ ¿Ã‚ ½ 0.01 g) as compared to even the most accurate measuring cylinder (10 ml, à ¯Ã‚ ¿Ã‚ ½ 0.1 ml). This reduced the overall uncertainty of the equipment used and hence the general error of the experiment, and made the data more relevant and certain. On the other hand, it was made sure sufficient data was collected as we took five different trials (20, 40, 60, 80 and 100 drops) for each of the four liquids, just to average it down and get the mass of one drop (for each liquid). Furthermore, we measured the masses of high numbers of drops ex:- 60, 80, 100 drops etc. as the higher the number of drops, the lesser the error uncertainty. The standard deviations of the averages of each set of drops has not been calculated, as it isn’t the final value needed (i.e. the average mass of one drop is the final value needed). I have rounded off those averages to three decimal places (instead of one) as the values are very small. The average mass of one drop has been rounded off to the same number of places as the standard deviation, that is two significant figures. The calculations are shown on the following page. Calculations – * The averages have been calculated the following way:- For example, taking the values for water = = = = 0.0634 = 6.3 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½Ãƒ ¯Ã‚ ¿Ã‚ ½ (to one dp) * The standard deviation for the averages have been found out in the following way:- 1. First the average of the values have been found. Taking the example of the values of water the average is 6.3 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½Ãƒ ¯Ã‚ ¿Ã‚ ½ g (0.0634 g). 2. Then, the difference between each reading and the average was found. That is: 0.058 – 0.0634 = -0.0054 0.059 – 0.0634 = -0.0044 0.065 – 0.0634 = 0.0016 0.067 – 0.0634 = 0.0036 0.068 – 0.0634 = 0.0046 3. Next, these differences were squared (in order to remove any negative signs): (-0.0054)à ¯Ã‚ ¿Ã‚ ½ = 2.916 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½5 (-0.0044)à ¯Ã‚ ¿Ã‚ ½ = 1.936 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½5 (0.0016)à ¯Ã‚ ¿Ã‚ ½ = 2.56 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½6 (0.0036)à ¯Ã‚ ¿Ã‚ ½ = 1.296 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½5 (0.0046)à ¯Ã‚ ¿Ã‚ ½ = 2.116 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½5 4. These squares were then added, and the sum was divided by (n – 1), where â€Å"n† is the number of values. = 2.13 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½5 5. Finally, the square root of this number gives the standard deviation of the average: = à ¯Ã‚ ¿Ã‚ ½ 4.615 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½Ãƒ ¯Ã‚ ¿Ã‚ ½ However, this value is always rounded off to one significant figure (hence, so is the average value) giving – à ¯Ã‚ ¿Ã‚ ½ 0.2 s. 6. This method was used to get the standard deviation of the rest of the four averages as well. * The number of moles of the liquid contained in the drop was calculated by the formula = Number of moles = . The relative molar masses of the four liquids were taken from literature values – Water – 18 ; Glycerine – 92 ; Ethanol – 46 and Ethylene Glycol – 62. (www.wikipedia.com) * The number of molecules present in the drop was found out by using Avogadro’s formula which states – Number of molecules = Number of moles of the substance à ¯Ã‚ ¿Ã‚ ½ (6.023 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½Ãƒ ¯Ã‚ ¿Ã‚ ½) Data processing – Graph 1 – This graph shows us two things – the mass of the liquid drop as well as the number of molecules each drop contains – of four different liquids, which are placed on the X axis. Comparing this graph, and literature values, we can see there is an indirect relationship between the mass of the drop and the number of molecules. This relationship is most importantly affected by the relative molar mass (RMM) of the liquid. A higher RMM means a lesser number of moles in a given volume, as is seen in the case of glycerine, where the number of molecules is seen to be relatively lesser when compared to its mass; and other values. This means that glycerine’s molecules are heavy, large or more dense. Whereas in the case of water, the number of molecules is seen to be much higher as compared its mass – which suggests that water has a lower RMM, relatively, and hence is â€Å"lighter†, or smaller, on the whole. This graph also shows us anomalous results regarding the mass of the ethylene glycol drop. Technically, the ethylene glycol drop should have a greater mass as when compared to ethanol, as it has a greater RMM (value got from literature data) and a lesser number of molecules. This could have been due to errors in the volume of the liquid drop (for example), which have been explained in the evaluation. Conclusion – Thus, we can conclude by stating that the hypothesis has been proved wrong i.e. as the relative molecular mass of a liquid increases, or the mass of the liquid drop increases, the number of molecules it contains decreases. This is because the relative molar mass is a measure of the mass of one mole of a substance (relative to 1/12 of the mass of carbon 12), and one mole of any substance consists of the same number of molecules – 6.023 à ¯Ã‚ ¿Ã‚ ½ 10à ¯Ã‚ ¿Ã‚ ½Ãƒ ¯Ã‚ ¿Ã‚ ½. However, one mole of a substance may differ in mass from one mole of another substance. This is solely because of the mass of the particles contained in that one mole of the substance. A compound which has i) many atoms ii) heavy atoms (in one molecule), will have a higher relative molar mass than a molecule of a compound which has lesser atoms or lighter ones (or both). In this experiment, we are not measuring the number of molecules in one mole of these for substances, but in one drop. hence, the volume remains constant here. Thus, the only way a drop of a substance (of the same volume as the other three drops) will have more number of molecules than any other will be by the liquid having a lower RMM, so that more number of particles would fit in that drop. Taking the example of water, its mass is relatively lower as compared to the number of molecules it contains. This simply suggests that a water molecule will either have lesser atoms, or lighter atoms, or both. On the other hand, the molecule of glycerine is fairly heavy, with an RMM of 92 (whereas the RMM of water is 18) and we can see by the graph that the number of molecules it has is relatively lower than that of water’s however the mass of the drop is higher than that of water’s. This shows that glycerine molecules are heavier than water molecules. Thus, as the mass of the drop increases, the number of molecules it contains decreases. Errors and observations – > Glycerine doesn’t dissolve in water, hence it was difficult to clean the dropper and the measuring cylinder containing it. > Ethanol, being an alcohol, was volatile. Thus, it easily evaporated. This could have been the reason why the mass of the ethanol drop was lower than expected. > Any slight changes in the room temperature would have caused an error to the volume of the drop, since it is so small in volume, ex:- opening of the laboratory door, changing of the temperature of the air conditioner, opening of the windows. However, it was made sure as far as it could to avoid these changes. > The same dropper was used for each liquid, in order to try to maintain the volume of the drops. This could have resulted in the liquids mixing up, hence altering the mass values. > Minute air particles like dust and dirt could have affected the experiment by changing the mass of the drops. > The readings taken towards the end of the laboratory session were slightly heavier (due to some liquid still remaining in the instrument). > The angle with which the dropper was held made a difference to the size of the drop i.e. if the drop was held vertically, the drops flowed faster and were heavier. Whereas if the dropper was held more horizontally, the speed of the flow of the drops was slower and the size was smaller. > After filling the dropper, the first drops were slightly heavier as compared to the last ones due to the extra pressure being applied to them from the liquid above. > Air bubbles were trapped in the liquids. > Glycerine had the largest and most viscous drops whereas water had the smallest and least viscous drops. > Sometimes, drops were added to a measuring cylinder which already contained drops, intentionally. For example, if a measuring cylinder had 20 drops of water, 20 more drops were added and then the mass for 40 drops of water was measured. In case there were any errors for the first 20 drops, they could have carried on for the next 20 drops. > The liquids could have been slightly impure, as they were all being used for the same experiment (some could have mixed). This would have made a difference to the mass. Evaluation – 1. In order to clean the glycerine left from the sides of the dropper etc, a substance which dissolves glycerine could have been used, for example alcohol. 2. Since ethanol was volatile, the experiment could have been carried out in an area where there was no straight wind. The ethanol bottle could have been kept shut for most of the time, and the masses could have been taken down quickly. 3. The room temperature could have been well monitored by maintaining a constant temperature (of the air conditioner) and strictly ensuring that the windows or the door weren’t opened. 4. Extra care and hygiene could be taken to ensure that the liquids didn’t mix up. This could be done by making sure that attention is paid to the lab while performing it and the volunteers aren’t distracted. To make sure the dropper was well cleaned for each trial, liquids which dissolved the liquids being used could have been applied. Another way could be to find another dropper with the exactly same diameter as the one being used. This would decrease the errors by a great deal. 5. To ensure dust particles didn’t fall into the liquids, a conical flask could be used. 6. After each trial, it should be made sure that the beaker is cleaned well and wiped well too, by tissue paper. In order to ensure that there is no extra liquid remaining, the mass of the beaker could be checked before adding the drops. 7. One set angle (of the dropper) should be used, for example the dropper could held at approximately 45à ¯Ã‚ ¿Ã‚ ½ to the laboratory surface table for all trials. The pressure applied to the bulb should also be monitored. 8. When the dropper is full, the experiment could be carried out more slowly and the number of drops be carefully monitored. This would make sure that the size of the drops was not too large, and that the number of drops being added to the beaker were carefully monitored. 9. To decrease the number of air bubbles, the bottles which contained the four liquids could be shut for most of the time and not moved around much. It should also be made sure that the dropper was full with sufficient liquid so that there would be very less air bubbles, or none at all. 10. To avoid carry-on errors, each trial could be performed after cleaning the beaker with water and wiping it well with tissue, each time. These would be the improvements I would add to my experiment in case I perform it again. I would also like to use more, different liquids, in order to get a broader idea of the experiment.

Saturday, November 9, 2019

Strategic Management of Haigh’s Chocolate

Table of Contents 1. Executive Summary1 2. Current Situation3 3. External Environment4 3. 1 Macro Environment4 3. 2 Porter’s Five Forces Model of Competition8 4. Internal Analysis10 Strength10 Weaknesses14 5. Strategic Factor Analysis Summary (SFAS)17 6. Current strategic21 6. 1 Business-level strategic21 6. 2 Functional-level Strategies23 6. 3 Corporate Level strategies24 7. Recommended strategies26 7. 1 Business-level strategy26 7. 2 Functional Strategy28 7. 3 Corporate strategy31 8. Implementation36 Reference List40 Appendix43Appendix A: External Factors Analysis Summary (EFAS)43 Appendix B: Internal Factor Analysis Summary (IFAS)44 1. Executive Summary The following marketing plan forms the basis for achieving Haigh’s company vision of becoming a successful top quality chocolate confectionary provider. The recommendations based on the analysis contained in this report allows us to outline the best strategies to follow for the achievement of the company’s stra tegic goals. The confectionary industry in Australia is dominated by few large players with fiercely high competition.Whilst the target market Haighs plays – targeting consumers seeking high quality premium chocolate, Haighs is one of very few providers, but the quality of chocolate provided for substitutable brands are also reasonably high. Haighs would need to ensure differentiation in their product quality; brand image, brand loyalty and brand awareness to be competitive within the market place. Haighs being a family owned and operated business, their consistent management style ensures its operational control in all areas of business are strategically aligned.In analysing Haigh’s external and internal strengths and weaknesses, operational efficiency and consistency such as efficiency in production process and stringent quality control process are found to be the main strengths whilst risk of easily being substituted with cheaper chocolate confectionary products and lack of diversified management experience due to being family operated business, are stated to be the main determinant in realizing further success for Haighs.Whilst change of management structure in view of introducing wider range of management experience is outside of this marketing plan’s scope, in order to overcome the determinant analysed, there are number of other areas Haighs can look into. In order to improve efficiency, strengthening of relationship with Haigh’s suppliers is recommended. Whilst Haighs has been successfully maintaining high quality chocolate production, this is required to ensure high quality products are continuously delivered for the future. Cross training of staff to increase labor efficiency is also recommended.Through having staff cross trained, Haighs can enjoy use of less employees and savings will arise from it. Active marketing activities are also encouraged. Haighs can look into wholesale supply into large hotels or exclusive dining places to create economies of scale. Through innovation, it would need to further develop its product in accordance with today’s consumer preference. Low fat, low sugar with high quality chocolate is recommended and opening of Haighs branded cafes that will bring new experience to its consumers are suggested.Haighs being the exclusive chocolate brand with high risk of being substituted into other brand, brand loyalty is the key in Haigh’s success. Launching of loyalty program, discount for seniors, and connecting its customers via social network sites are examples of building brand loyalty for Haighs. The report concludes by providing implementation plan to adopt the above recommendation that will help Haighs to remain competitive, sustainable and successful within its chosen market. 2. Current SituationHaigh's was founded in 1915 in Adelaide, South Australia by Alfred E Haigh and has been successfully run by his son, grandson, and great-grandsons, Alister Haigh who is current CEO. It is the oldest family-owned chocolate manufacturing retailer in Australia and one of the very few manufacturing retailers in the world still making chocolates from raw cooa beans and more than half of their chocolates are handmade, using artisan skills that require many years of experience to perfect (Haight's Chocolates). Haigh’s vision is delivering a world-class chocolate experience every time (Haigh's Chocolates).Its value is that they will be caring and considerate of their employees, customers, suppliers, shareholders, the community and the environment by showing respect to each other and valuing diversity, working together to achieve a safe, friendly and positive working environment, setting clear expectations, recognising contribution and developing their people, leading by example and taking responsibility for their actions, communicating clearly, inclusively, honestly and in a timely manner, having pride in their product and passion for the business, its heritage and its future and contributing to the community through corporate benevolence and environmentally sustainable practices (Haigh's Chocolates). Haigh’s chocolate currently has over 300 employees and 13 retail stores; six in Adelaide, six in Melbourne and one in Sydney (Haight's Chocolates). They manufacture 200 different products and also produce a number of products whose sales supports various charities. (Soong-Kroeger, 2011)Haigh’s Chocolate provides quality products and service throughout Australia and make sure to produce only the best raw materials from start to finish, and stationing agents in Europe for first pick of the finest imported cocoa beans is only the beginning. They are fairly well vertically integrated. They make chocolates and then transport or arrange for them to be transported to their own retail shops, which mean that they control the whole process to ensure that their customers get the highest quality and freshest products (OrmanSas ha, 2011). 3. External Environment External environment is an uncontrollable element that effects an operation.However, by carefully analyzing external factors that relate to the company’s industry, a company would deal with uncertainty in the market and be able to take appropriate actions to any upcoming events. 3. 1 Macro Environment Political/ Legal Confectionery manufacturers are required to follow significant regulatory restraints especially in relation to food safety, product labeling, occupational health and safety, competition and consumer law, employment law as well as taxation policies. The regulatory requirements are sources of cost increase to manufactures. However, the regulations are necessary in order to guarantee the right for consumers, employees, competition and the quality of products.Failure to follow regulations might lead to significant negative publicity that can damage the reputation and brand of the company. Product safety regulations: Chocolate and c onfectionery manufacturers must strictly follow food and health regulations. The regulations are aimed at maintaining high levels of food hygiene and protecting the consumers against health threats related to unsafe food. Confectionery manufactures are currently regulated by Food Standards Australia New Zealand. This regulatory organization is responsible for the implementation of the Australia New Zealand Joint Food Standards Code (IBISWorld, 2010). The Code also requires industry manufactures to comply with labeling requirements and serving size restrictions.In particularly, agreement with the Code demands manufacturers to supply information on the percentage share of ingredients used, nutritional information or any materials that might cause allergy like nuts. These requirements have been broadly censured for putting extra costs on manufacturers in the industry. However, with consumer groups reinforcing their demands for more nutritional instruction on product labels, the industr y is required to put more attention in implementing the regulation. Besides regulations relating to health and safety or employment, confectionery manufacturers also must conform to environmental regulations set out by the Federal and State governments.These regulations include water usage, energy usage; wastewater disposal and the treatment of waste resulting from manufacture process. Economic At a difficult time of the economic uncertainty in Europe and the USA, Australia continues to have stable and favorable economic growth. The real GDP, which grew by 1. 3% in the first quarter of 2012 over the previous quarter, demonstrates the stability of household consumption expenditure (IBISWorld, 2010). The increase in consumer spending might reinforce sales revenue of the industry. Given that, consumers of Haigh’s chocolate might not need to concern about cutting their spending on premium chocolate products and going for cheaper brands in the market.Raw materials including cocoa, sugar, milk, flavorings, sweeteners and oils represent primary inputs in the production process and any changes in their price affects industry supply. In confectionery industry, sugar is a primary input in the manufacturing process and an increase in the price of sugar will significantly impact production costs. Higher sugar prices recently will reduce manufacturing profitability unless firms can pass these costs on consumers. However, the trading environments in Australia and overseas are highly competitive, there is usually limited opportunity for manufacturers to raise selling price for their products. Moreover, the increases of post-production expenses in advertising and marketing campaigns will also unfavorably affect company’s profitability.As can be seen, the confectionery industry in Australia is highly competitive with a large number of new product lines introduced by various industry players; therefore existing manufactures in the industry need to create more exte nsive promotions and marketing programs. Socio-cultural Two key factors affect domestic demand and consequently determine future consumption structures is lifestyle change especially health consciousness and changing demographic form of the Australian population. The trend of public awareness about health and nutrition for food products is having an adverse effect on demand for sugar-based confectionery products like chocolate. Australians have become more attentive to their consuming food and account for factors such as sugar and fat content, quality of ingredients before deciding on a brand or product.Nutritional factors can affect sales revenue therefore companies in the industry are forced to be more innovative in producing low-sugar products and using organic material to meet the demand of health conscious consumers. Changing demographics of the Australian population also may affect the industry. Ageing population is growing dramatically in Australia as can be seen proportion o f young people will fall drastically while senior citizens will increase by up to 1% per year. Typically, young people tend to consume more confectionery products compared to the elderly, as people tend to develop a preference for savory food with age (IBISWorld, 2010). The result of ageing population’s raising might lead to lower total sales of the confectionery products.In general, an increase in disposable income will force spending on discretionary goods such as confectionery. According to Australian Bureau of Statistics, in the March 2012, national disposable income increased 3. 5% compared to the same period of last year (IBISWorld, 2010). However, a growth in income may also encourage consumers to change to more expensive and premium chocolates rather than increase the volume of confectionery purchased. Technology The introduction and the adoption of new technology have improved cost and operating efficiencies as well as reduced the need for labor for manufacturing, st oring, delivery and distribution. Keeping the basic production process, chocolate manufactures are using new technology to develop their recipe.Automation and computer directed controls also have been used widely in the production process to be more time efficiency and greater quality control (IBISWorld, 2010). The introduction of quality assurance systems such as Hazard Analysis Critical Control Point (HACCP) has helped the food industry in improving safety standard. Product safety plays an essential role in preserving the industry’s reputation as a healthy and reliable food manufacturer. In regard to marketing and distribution systems, E-commerce is used by manufacturers to improve customer and supplier arrangements and networks, leading to cost savings through better inventory and production planning. The widespread of social network also creates a new way for manufactures in marketing, building brand and reinforcing relationship with consumers.Environmental Raw materials of chocolate production including cocoa, sugar, and milk are natural sources; therefore a change in climate will considerably impact on the industry. Natural disasters like flood, drought might result in scarcity of a resource and force its price to an unfavorable level to manufactures. Moreover, consumers nowadays are more aware of environmental sustainability. They likely prefer to use environment friendly brands or products in order to reduce the negative impacts on the environment. As a result, confectionery manufacturers have been attempting to â€Å"go green† by using recyclable or reusable packages for their products.In particularly, Haigh’s chocolate has committed not to use any plastic bags to reduce the environmental effects of packaging on the environment (Haigh's Chocolates). The company also stated that in order to be energy efficiency, rainwater is collected and stored in large underground tanks, then filtered and converted into steam providing indirect h eat for cooking processes. In addition, their recent factory upgrade was designed to consider energy and water conservation. The major sources of food industry waste include packaging, fats, oils, syrups, nuts, candied fruits, dusts and powders. Manufactures need to reduce environmental impacts associated with waste disposal and consumption of resources by waste management programs.Furthermore, the effort in saving energy also help manufactures in reducing energy costs and minimizing energy-related greenhouse gas emissions. 3. 2 Porter’s Five Forces Model of Competition Power of Buyers: Medium Australian confectionery producers sell their products to two major purchasing groups: large retail outfits and wholesalers including large supermarket chains (Coles, Woolworth, Big W, Target, Kmart), convenience stores, petrol stations, and department stores (IBISWorld, 2010). However, instead of selling products to large retail stores, Haigh’s chocolate has integrated forward i n the market and have its own retail stores. The main purchasers of the company are individual buyers who have noticed Haigh’s unique quality products and exclusive taste.By having good awareness of the brand and finding it is hard to get this quality products from others, the buyers would not easily switch to other brands therefore it lowers their bargaining power. (Low) Low switching cost due to the buyers can easily switch to other substitutes such as cookies, ice cream, and snack foods. (High) As consumers are more aware of health and nutrition for food products, demand for sweets and chocolate, which have high level of cholesterol and sugar–contained, would reduce. Healthier food might be preferred in consumers’ choices. (High) Large retailers like Coles and Woolworth would be potential threats if they implemented backward integration (Low) Power of Suppliers: LowThe primary materials in manufacturing of chocolate are cocoa, sugar and milk. Referring to sug ar and milk, there are various suppliers of these sources available in the region or country; therefore supplier concentration and differentiation of inputs are low. (Low) There are also various cocoa farms around the world especially in the developing countries; therefore the chocolate manufactures are important purchasers of these suppliers. As a result, the chocolate suppliers’ bargaining power is typically low. Nonetheless, as Haigh’s chocolate requires premium quality of cocoa, which is only produced by a small part of suppliers in the world, the bargaining power of high-quality cocoa beans suppliers will be stronger. High) Moreover, chocolate manufacturers might not avoid the threat of suppliers could vertically integrate forward to take part manufactures’ role. (Low) Threats of New Entrants: Low The threats of new entrants are low due to the barriers to entry are high. Entry into the premium chocolate market would require new entrants a large capital inve stment for branding and product facilities. Furthermore, new entrants also have to face with major players in the market with a long history and success. These dominant companies enjoy high brand and customer loyalty and have significant resources to invest in advertising and promotions to protect and grow their market share.In addition, these companies also have built strong relationship with main suppliers in the industry including grocery stores and supermarkets that would be challenging for new entrants to secure. (Low) Government regulations and policies about food safety and quality of products might be costly and difficult for new entrants to enter in the industry (Medium) Competitive Rivalry: High The intensity of rivalry among competitors in an industry can create price wars, advertising battles, new product lines, and higher quality of customer service. The Chocolate manufacturing industry is extremely competitive, with the major players aggressively competing for market s hare.Haigh’s chocolate has potential competitors including large-scale or international companies like Nestle, Kraft Foods, Mars, Lindt chocolate, Cadbury as well as several imported brands. In a competitive environment, there is usually limited opportunity for manufacturers to implement selling price increases for their products due to price sensitivity of consumers. Consumers can easily switch their preferences for a premium brand to a lower-priced substitute. Furthermore, it is also hard for Haigh’s chocolate to compete with these huge companies who have distributed their products widely in large supermarkets with cheaper price range for similar products. Substitutes: HighThe chocolate industry must compete with different ranges of substitute products including snack foods, cakes, cereal, and biscuits as well as substitute brands. The large number of substitutes makes manufacturers feel hard to increase their products’ price as consumer can easily switch to c heaper substitutes. In addition, the change in lifestyle of being more health consciousness would switch the spending of consumers in sweet or chocolate products to healthier substitutes. The External Factor Analysis Summary (EFAS) is included in Appendix 1. 4. Internal Analysis The internal analysis process is aimed to point out the sustainable competitive advantages of the company.The advantages can be achieved when a firm has the ability to undertake value-creating activities and use its unique resources and capabilities to create new core competencies. Haigh’s has a long-standing history and has strong resources that create its competitive advantages. Haigh’s resources including tangible and intangible which are analysed to define its capabilities and core competencies in the chocolate market. Strength History ‘Haigh’s chocolates is an Australian brand associated with fine chocolate, premium gifts and outstanding retail experiences. Haigh’s choc olates are predominantly retailed through their own retail network’. Haigh’s prides itself on a long history of premium quality, consistency over its 87 years of operation. It is a privately owned family business.This history of quality and consistency aids to a competitive advantage over a number of other chocolate manufacturers and distributors, and assist in high customer loyalty and increasing profits. Quality Haigh’s targets itself as a premium and quality brand. Their major strength in their market is the quality and consistency of their production and their ability to maintain the level of outstanding quality over the course of its long history. Haigh’s manufacturers their chocolate as a premium chocolate brand. They manufacture their chocolate as a traditional small batch manufacture; therefore it is not mass-produced and has a greater quality and level of control over all products.The ingredients are all high quality local produce including cocoa beans, sugar and milk, which are then manufacturer into premium chocolate. It is an Australian made product with entirely Australian ingredients and packaging, which is another strength to increase customer loyalty and satisfaction. Customer Service Haigh’s promotes itself through great customer service, training is provided to all staff members with focus on customer service and product knowledge. Throughout Australia they employ 120 staff members and each staff member is provided with a high level of training upon employment and throughout the duration of their employment in the company. On purchasing a product, customers are handed a chocolate they have not tried with a white glove.This gesture adds to the premium brand image and creates an atmosphere, which customers want to return. Having customers try a chocolate they haven’t tasted increases repeat customers and high customer loyalty. Haigh’s does have limited marketing, its main focus is on in-store mar keting, and therefore this extra service does provide great in-store marketing and creates customers to be aware of products they have known about, and therefore repeat purchases. Control of production and distribution process Haigh’s being a private family run business gives them the strength of having the ability to control the whole production and distribution process.They control the production right through from purchasing raw materials, manufacturing, distribution, and retail to the final end consumer without any other distribution involved. Therefore if Haigh’s chose to outsource some production and distribution services they would loose total control over their products. Having total control and ownership allows them to ensure total quality and consistency over every product manufactured and distributed. Diversification of products and prices Haigh’s product range, ranges from very small packages retailing for a few dollars to large premium packages cost ing over a hundred dollars. It does have products to suit all price ranges.Having this large product range allows them to target a large number of consumer groups. Although they do have a large product range, their primary focus has been on the expensive premium products in previous years. As a result of the global financial crisis sales dropped in the smaller items, however they weren’t greatly affected by the premium products. During this time consumers were still spending on luxury chocolate products. Economic factors During times of economic decline, consumer spending does decrease. However with Haigh’s large product list, it does allow them to focus on products that consumers want to purchase during a period of decline.During the global financial crisis consumers were not spending money the lower cost products, however they were still spending on luxury products and gifts. Therefore during this time a high focus was put on the premium luxury products to maintain p rofit levels. During a time of economic decline Haigh’s does not reduce its prices. This is done to retain their reputable brand image of high quality premium products. Environmental Today consumers are becoming more environmentally aware and trends are rising in this field. Haigh’s understands that they can make a change in the practices. Haigh’s is highly focused on environmental factors and a lot of consideration is involved with the production, distribution and production of their products.Haigh’s has a strong commitment to several environmental issues including sponsorship and financial support for the bilby, a threatened marsupial native to Australia. They were the first ones to produce the bilby for Easter, it is now a continued tradition, and has created extreme awareness about the endangered marsupial. They have a policy of using recycled or recyclable packaging material and have their own internal recycling program, they carefully consider the i mpact it’s packaging and distribution methods have on the environment and on the community. ‘Haigh’s chocolates has long been concerned about the minimization and sustainability of packaging choices.The principles reflected in the Sustainable packaging guideline have been incorporated in the design, selection and planning of their packaging for many years Therefore their action are designed not around changing the processes but more around formalizing the recording and reporting behind these processes (Haigh's Chocolates). Packaging Haigh’s packages their products in a very cost effective manner however still enhancing their premium product model. The majority of products are packaged in white boxes, with brown tissue paper with a Haigh’s sticker. During Christmas and Easter and other major holidays, thick colorful foil is used for eggs and other products, this creates a premium look, it cuts costs from using boxes and they can distribute more for l ess. For premium products and gifts, tins are used. This is costly however these are used for the high end products. Online storeHaigh’s online store is a key strength for their consumer base and their distribution; they currently operate in 3 states with 6 stores. This is highly limiting for consumers in outside regions. The website offers consumers all the facts on their chocolate including company history, the chocolate, and the current products available. It also allows them to purchase the products therefore highly increasing their distribution levels. Brand image Haigh’s focus on quality, consistency and customer service has lead to a very highly trusted and recognized brand in Australia. This has been a major aid in sales increase and customer relationship solidification. Haigh’s marketing and promotion is through in-store and word of mouth marketing.The company does not focus on mass media campaigns and yet the brand has still managed to grow very consis tently. It is the quality of customer experience and product quality, which accelerates the companies growth. It is unsure as to whether increased advertising and promotion would support the brand or whether it would get rid of the exclusivity and luxurious image the brand currently represents. Weaknesses Market Entry To enter into the market it is relatively easy for competitors. It has low costs to set up a retail store, however competing can be difficult and they are up against the high brand image, quality, history, taste and the consistency of competitors’ products.No outside executive team Haigh’s is a private family owned business; therefore there is no outside executive team. The family is in total control, there is no external chief executive that can come and make changes if required, and an outside perspective could possibly enhance and develop the business further. Raising capital As it is a private company, in order to raise extra capital can be very diffi cult. One Product Company Haigh’s is a one-product company selling chocolate, which therefore reduces their target market significantly. Through expanding their product range their could therefore expand their target market thus increasing profits.This extension could be done through related product such as cookbooks, utensils and serving plates. Shop Locations Haigh’s currently operates in Victoria, New South Wales and South Australia with 6 stores, therefore they are not a majorly well-known brand in the chocolate industry, and based on industry data they represent only 1. 1% of the total Australian chocolate market. Through expansion of their stores in more states and territories in malls and up market suburbs within Australia could significantly enhance and develop the business, and create greater brand awareness. Marketing Haigh’s marketing is virtually exclusive through the shops, not a well-known advertiser on television, radio or print media generally.Th is as a result saves a lot in marketing costs, however does not highly promote the brand. The cost of not having outside marketing may be overridden through the increase of profits they may receive if they were to further promote the brand. Haigh’s could focus on low cost marketing to support an expansion in the stores, getting their products to the consumers would greatly increase profits. Haigh’s competitive advantages Haigh’s has a number of advantages over competing organization. The main advantages being consistency of product/ their long history and the overall brand image. The brand image is one of premium and luxury products. It portrays to consumers a sense of profit compared to other companies.Seasonal products and collectors items are very expensive, however due to Haigh’s brand name, specific consumers want to purchase the deluxe items offered, which other chocolate companies do not offer. Lindt chocolate used to have a very expensive and prem ium brand name. However now that they have expanded and is readily available and predominantly on sale, the quality theme has disappeared whereas Haigh’s has retained their premium image. Core competencies Haigh’s competencies are that of production and good quality chocolate products. Their major competency is their quality and consistency of production, which has remained at the same level for many decades.The core products remain the same over time; seasonal items such as during Christmas and Easter can change from year to year. At the retail end, their high quality packaging, shop design and product design is a major expertise of Haigh’s, whish high quality and reliability. Their product presentation is consistent; when new products are available there is an expectation that it will match the high quality range. Their tours in Adelaide highly promote the skills and capabilities of Haigh’s, the public see how they make the product range for free, revea ling to the public how good its product capabilities are, especially in Adelaide which is highly competitive and hard to compete. Tangible and Intangible resources and capabilitiesHaigh’s primary activity is the manufacturer, retailer and distributor of high quality chocolates, with retail outlets and distribution across Australia and online. Tangible resources Haigh’s has to majorly rely on their own ability to raise funds though their own capital, which is a pitfall, as if they wanted to expand in order to build their brand it is quite difficult. Their organic and local sourced ingredients are the most important resource to continue the quality and consistency of their products. These ingredients are the core resource for Haigh’s as they are a one-product company. Ensuring the same quality and consistency throughout their products relies heavily on their raw ingredients. Recipes are provided through the shop, highly builds the brand.Recipes for different choco late desserts are complementary for customers. All manufacturing equipment is of high standard to produce the high quality and consistent chocolate. Intangible Haigh’s has a team of experienced chocolate makers and retail staff that bring their knowledge and skills together to build a dynamic company and retail know how. Their innovation towards sustainable packaging and creating awareness about Australia’s endangered animal the Bilby has been a significant resource. Both the tangible and intangible resources all result in helping to promote value adding activities and an overall profitable company with a strong brand image. The Internal Factor Analysis Summary (IFAS) is in Appendix 2 5.Strategic Factor Analysis Summary (SFAS) External Factors| Weight| Rating| Weighted Score| Comments| Opportunities| New innovation and advanced technology| 0. 05| 5| 0. 25| Assist the company in production efficiency and reduce costs. | Current stable economic growth in Australia/ consu mers’ confidence| 0. 04| 3| 0. 12| Reinforce the spending of consumers in discretionary goods. | Availability of materials/suppliers| 0. 04| 4| 0. 16| Lower the bargaining power| High demand in Asian market| 0. 03| 3| 0. 09| Open up new market/ expansionary | Threats| Extremely competitive environment| 0. 06| 5| 0. 3| Need to be more innovative| Increase consumers’ health consciousness| 0. 3| 4| 0. 12| Decline the demand of consumers for high sugar, cholesterol, fat products | Various substitutes/Low switching costs| 0. 05| 4| 0. 2| Decline the sale revenue, brand loyalty| Government regulations| 0. 02| 1| 0. 02| Costly, create limitations| Natural disasters | 0. 02| 2| 0. 04| Effect the price of raw materials| Increase in costs of raw material/ costs of advertisings/ labors | 0. 04| 3| 0. 12| Increase products’ price, the company might have to pass these cost to consumers| Strength| History| 0. 02| 1| 0. 02| Long history of quality and consistency strengthens b rand image and customer loyalty. | Quality products| 0. 05| 5| 0. 5| Uses high quality raw materials to produce the finest chocolate and is very consistent with the level of quality for every product range. | Customer service| 0. 05| 5| 0. 25| Highly trained staff in providing a high level of customer service, enhances brand image and reputation. | Total control over production and distribution| 0. 05| 4| 0. 2| Allows Haigh’s to ensure total quality and consistency over every product manufactured and distributed. | Diversification of products and prices| 0. 05| 4| 0. 2| Broadens target market. Ability to attract a large number of consumers. | Economic factors| 0. 02| 2| 0. 04| There is no significant decrease in sales during times of economic decline. | Environmentally sound| 0. 02| 3| 0. 6| High focus on the environment using environmentally friendly products and distribution methods. Creates awareness of the endangered Australian native Bilby. | Packaging| 0. 02| 3| 0. 06| Uses a cost effective approach while still maintaining a premium and luxury brand image. | Online store| 0. 03| 4| 0. 12| Enables distribution of products to reach a broader range of consumers who are not within the vicinity of store locations. | Brand Image| 0. 04| 5| 0. 2| Key to building long lasting customer relationships and for attracting new customers. | Weakness| Market entry| 0. 04| 3| 0. 12| Easy for competitors to enter market, relatively low costs to set up retail store. No outside executive team| 0. 04| 2| 0. 08| Haigh’s being a privately owned family company has not outside team, which may affect decisions and growth. | Raising capital| 0. 02| 2| 0. 04| | One product company| 0. 05| 4| 0. 2| Through expanding their product range their could therefore expand their target market thus increasing profits. | Shop locations| 0. 05| 3| 0. 15| Limited shop locations, limiting the availability to consumers. | Marketing| 0. 07| 3| 0. 21| Marketing is through in-store and word of mouth. Marketing increase could create a larger customer base. | Total weighted score| 1. 0| | 3| | 6. Current strategic 6. 1 Business-level strategicWhen the company has determined its mission and vision, analysed the external environment and recognised internal strengths and weaknesses, management has to select appropriate strategies. To choose strategies should generate a competitive advantage in order to maximise the market value of the existing owners' equity (Hilier et al. , 2009). Business-level strategies, functional-level strategies and corporate strategies are the component in the strategy management. The main focus of Business-Level strategy is deciding which product or service to offer and how to distribute it. It is clear that Haigh’s chocolate focuses primarily on differentiation as its Business-Level Strategy. Own production lineAustralia does not have a viable cocoa growing industry so the beans are imported from overseas. Haigh’s is a family bu siness that is small enough to take delicate care in each process to ensure that they deliver the best quality chocolate. They protect their production line from getting the best cocoa from Europe and using their own chocolate manufacturing before distributing to their own retail stores, making this a good example of product differentiation, hence the higher price. At Haigh’s chocolate store, the differentiated product is the entire service, the quality chocolate and the experience in the store, not just the product directly purchased. Product DifferentiationUnlike cost leadership strategies, product differentiation aims to produce goods and services that customers perceive as being different in important ways. To build a successful product differentiation strategy, it is key to be able to continuously and consistently upgrade the differentiated features. Haigh’s has approximately 250 different product lines that rotate throughout the year (Natalise, 2012). The differe nt stores in different regions have their own preferences and are able to produce their own chocolate flavour according to the differing demands on their customers. Delivery system Haigh’s chocolate also offers delivery, costing an additional amount determinate upon the weight of the chocolate.This can be very convenient for customers as although the cost is quite high, customers are able to choose the Haigh’s product as a gift for others due to the high quality of the chocolate. Haigh’s should look to implement more control over this delivery system with the potential to include dry ice or other temperature controlled delivery vehicles to ensure the chocolate is kept at its high quality during the delivery process. Differentiated customer service To build up customer loyalty to the company, Haigh’s chocolate is able to create a differentiated service for them. We treat everyone with respect whether they are coming in for a $1. 20 chocolate frog or a $100 box of chocolate. We give a world class experience. (Orman, 2012).In addition, around 40,000 customers visited Haigh’s chocolate every year, Haigh’s is able to give a different customer experience centred around the quality of the chocolate and encourage many customers to experience new or different chocolates but offering a free chocolate factory tour with samples. 6. 2 Functional-level Strategies Functional-level strategies consider a company's ability to attain â€Å"superior efficiency, quality, innovation, and customer responsiveness† (Hanson et al, 2011). Haigh’s chocolate also implements lean thinking process for the manufacturing strategy which enables to minimise non-productive activity and doing it right the first time. This strategy has been credited as a significant reason behind the recent success. (Austin, 2010) ProductionConsidering the production and due to the large number of products, they are able to spread high fixed costs of warehous ing and delivery to the retail stores around Australia. Moreover, learning effects are stable due to a consistent management, considering the order processing, Haigh’s chocolate is working very efficiently, too. High-quality automated chocolate factory increase the functionality of bringing the product to the end-user immensely Marketing From a marketing perspective, Haigh’s chocolate is the family company but applies a very efficient branding strategy. Good branding strategies are important for a business, because brands represent â€Å"consumers† perceptions and feelings about a product† (Jager, 2010). The company was able to build trust in Australia.Haigh’s chocolate is updated online often and efficiently, on the other hand due to the small number of the retail stores available around different area in Australia, they are given different advertising camping to keep customer loyal and engaged. Furthermore, Haigh’s chocolate also focuses on improving the brand awareness. Customer Responsiveness Customer responsiveness includes knowledge and acknowledgement about what the customer needs (Siegel, 2002). Furthermore, it is important not to compromise long-term profitability. Superior customer responsiveness will be achieved through superior efficiency, superior quality and superior innovation (Hansen et al, 2011).Through Haigh’s website, the design enhances their focus on customer needs and assists the company to detect better ways to satisfy them. Haigh’s chocolate is always looking for a new flavour of chocolate to fill up customer needs, making a variety of chocolate is the way to keep customer keeping coming back. Haigh’s chocolate store is also focused on providing a different theme at different periods to impress the customer in-store experience. Haigh’s chocolate is doing amazing job on their window display to attract customers, such as Sydney CBD store always has an eye-catching displa y to customer who walk past the store. 6. 3 Corporate Level strategiesConcentration on a single business The corporate strategy of Haigh’s chocolate is concentrated on a Single Business. Haigh’s chocolate focuses on its new technology, managerial and customer demand to stay in the strong competitive environment has made the company famous throughout Australia. Haigh’s chocolate makes quality chocolate through new technology introduced in their chocolate factory. The use of only the highest quality ingredients make sure the customer enjoys the best quality chocolate. Haigh’s believes in quality from start to finish. Haigh’s chocolate comes from the first pick of best cocoa beans in Europe and deliver the best raw material from the start.Haigh’s has a large variety of chocolate ranging from small chocolate frogs up to $100 gift hampers, there is a huge range of different chocolate varieties with a great price range to suit all customers budget s. There’s something for everyone in our shops (orman, 2012). Haigh’s produces their own chocolate in their factory located in Adelaide. Through only producing one product it allows the company to heavily focus on its managerial, financial, technological and physical resources in producing only chocolate. Tapered integration Haigh’s chocolate is considered as Tapered integration, for example Haigh’s chocolate imports the raw cocoa beans from overseas.Comprised of a chocolate maker and a transport company to arrange for the transportation to either individual customers in the case of online purchases or to retail shops, therefore the company has control of the whole process to ensure that their customers get the highest quality and freshest products. Using their own company supplier gives better control over the inputs and outputs in the operation. This control ensures that the Haigh’s chocolate family brand maintains a level of quality that it woul d not be able to guarantee if it were using suppliers that were not owned by the company. A strong level of quality control, and as such they can be certain that every part of the production process is line up to the aspect of Haigh’s chocolate.Its vertical integration has built strong barriers to entry, which enables to protect its product quality and make it costly for a company to enter the industry. International strategy Haigh’s chocolate has no international market so far since they have failed get into the Japanese market due to the certain issues such as pricing and developing new products for a different market. A further push from the company is expected in the next few years; however the Japanese mistake did cost the company a lot of money. A push into the Asian market, most likely to China or India, is expected in the next few years due to the high potential of growth in these markets with the potential recovery of the Asian markets. 7. Recommended strategi es 7. Business-level strategy The business level strategy is ‘an integrated and coordinated set of commitments and actions design to gain a competitive advantage by exploiting core competencies in specific, individual and product markets’. The following recommendations for Haigh’s will effectively exploit their core competencies. (Hanson et al, 2011). The key issues include what products and services to offer consumers, how to manufacture their product and how they are going to distribute their product’. (Hanson et al, 2011). These areas have been effectively obtained by Haigh’s however needs further enhancement and development to improve and grow the brand.From analysing Haigh’s current business level strategies it has been identified that Haigh’s is strongly focused on differentiated products. This has been a major strength for Haigh’s focusing solely on this model, and targeting a specific target market. It is strength howeve r in order to further expand the brand, broadening their selected target market would be highly beneficial and profitable. The implementation of the differentiation strategy has lead to a sustainable competitive advantage. They are one of the highest quality chocolate companies in Australia and need to continue with this strategy in the future to continue with the growing success and profitability of the company. Introduce new cost competitive product lineHaigh’s is a one-product business, therefore making it difficult to expand their target market and reach different groups of customers. Through implementing a larger product range it would be highly beneficial and profitable for the company. The brand image that Haigh’s currently has is one of very high quality. Therefore products need to be introduced that are related and at the same standard. Products that could be introduced into the business would include. Cook books, chocolate cooking utensils and serving plates. Chocolate cook books should be sold which would inspire customers to cook using Haigh’s chocolate. Haigh’s could also release their own cookbook from using the hundreds of recipes they have offered in store over the years.Cooking utensils such as chocolate molds, tempering machines, chocolate kits etc. Through adding these extra products to their product range it would highly boost sales and create a higher consumer interest for the brand. The implementation of these extra products to the line would not be a difficult task as they have most established areas such as distribution, retail outlets and staff. Haigh’s would just need to find suppliers for the products. Differentiated customer service Haigh’s customer service is an area that is highly successful and profitable to the company. Haigh’s creates a differentiated service for customers that is very unique to their company.This area within the company is recommended to remain at that same leve l of quality. Customers are treated with extreme respect no matter what you are spending within the store. They provide a ‘world-class experience’. Upon purchase they are handed a chocolate in a white glove. This encourages customers to experience new or different chocolates. Haigh’s does need to focus on this area as they must ensure the quality and consistency of their customer service remains the same over time, and throughout all stores. It is highly important as this may determine weather or not customers return to a Haigh’s store. Delivery system Haigh’s chocolate does offer delivery, which does cost extra determined by the weight of the chocolate.This is convenient for customers who live outside the region where Haigh’s does not have a store. The additional price of delivery is quite expensive. As Haigh’s chocolate is expensive this extra cost means that it is not a preferred method for consumers and is not a highly profitable a rea for Haigh’s. It is also hard to transport packaged chocolate, due to temperature requirements. Haigh’s currently operates in 3 states in Australia. Victoria, South Australia and New South Wales. In the future Haigh’s should look at expanding their retail stores to other states and territories including, Western Australia, Northern Territory, Queensland and Australian capital territory.Through having retail stores across every state and territory across Australia it would be highly beneficial. It would expand their brand and customers. In order to become a more profitable business, Haigh’s needs to expand their store locations and introduce a large number of new consumers to the company. This process would initially be very expensive, however upon establishment it would be highly profitable to the company. Their main core competency is that of production and good quality chocolate products. Their quality and consistency of production, which has remaine d at the same level for many decades. At the retail end, their high quality packaging, shop design and product design is a major expertise of Haighs.Haighs needs to focus on their core competencies and effectively advertise to their selected target market to create more awareness about their brand and products. The recommended strategies will exploit Haighs core competencies and will help develop a stronger brand. 7. 2 Functional Strategy * Efficiency Keep practising the lean production Haigh’s chocolate so far has applied well significant strategies to maintain their efficiency in the manufacturing process. As can be seen, Haigh’s has adopted the lean production with the attempt to eliminate waste and to cut down non-productive activity and errors of products (Austin, 2010). The lean production also assists the company in using efficiently resources of labor, materials, space and time.It is recommended that besides continuing to practice the lean production, Haighâ₠¬â„¢s should start to analyze and focus on what they can do best or what product lines have more interest from consumers in order to maximize productivity. Strengthen relationship with supplier of key inputs The price of raw inputs like sugar and cocoa can be highly volatile due to uncertainties in the external environment such as weather, season, industry competitors or global economy. Contracts with suppliers will help the company to guarantee the price and availability of raw materials if any unpredictability events might occur in the market. Start applying the learning effects to improve labor productivity Learning effect will help the company in diminishing the cost of production per unit as more output will be produced per labour unit over the same amount of labour hours’ input.The learning effect not only requires labours but also managers to be involved in the production process. Managers will get used to with the process and be able to use the resources and arrange t he production process more efficiently thus leading to more output for the same amount of input. In order to carry out the learning effect, the company needs to start with comprehensive training program that enables their employees to perform multi tasks within each store such as cashiering, stocking and sales presentation. When staffs are flexible with the tasks they can do, the retail store could reduce the cost of labour. Being more incentive in marketing plans Effective marketing will help the company to seize larger market share.Haigh’s has been carrying out their marketing strategy based on in-store promotion and word of mouth. This strategy assists Haigh’s in saving cost; however, the company has not represented a remarkable market share in the industry. For example, with consumers who live in suburbs of NSW where Haigh’s stores do not exist, they properly are not aware of the brand and are not willing to travel too far to purchase the products that they would get conveniently from local supermarket. The common marketing tools would be applied to kindle new interest in existing product lines including social media and free gifts inside packaging, event sponsorship or taking part in food expos.For distribution channel, Haigh’s also can extend their supply to large purchasers such as up-scale hotels that require high quality products rather than just focus on individual buyers. Haigh’s premium products will be suitable for five-star hotel market. With this channel, Haigh’s will be able to sell larger amount, which would create economic of scale for the company. * Innovation Catch the consumers’ trend Failure to seize the consumers’ trends might lead to failure of the business. Consumers nowadays are having more awareness of health and nutrition in consumption decisions. In order to satisfy that need, Haigh’s need to be more innovative about the low-fat and low-sugar chocolate segment.Furthermo re, Haigh’s also can reduce the portion size of their product lines by producing â€Å"a small version† of original products in order to lessen the calories intake of consumers. It is also necessary for Haigh’s to promote the benefits of cocoa and dark chocolate to health in particularly for heart disease and antioxidant protection. Organic and free trading are also necessary movements for Haigh’s to raise consumers’ interest in the company. Extend into cafes The expansion into cafes might help Haigh’s to create a new product range. The innovation of cafes based on chocolate beverages and desserts will remark a turning point for the business. It not only helps Haigh’s to boost the sales of chocolate but also gives Haigh’s customers a new experience. * Customer responsiveness Building a strong brand loyaltyHaigh’s chocolate has created a great customer service by training staff and offering to them an intensive knowledge about products and branding. However, Haigh’s has not strongly focused on building brand loyalty. It is necessary for Haigh’s to engage and maintain the relationship with loyal customers by providing member cards, discount cards for large purchases. By implementing the loyalty programs, Haigh’s customers will feel they are valued. Moreover, with the discount promotions, customers might consider to buy with bigger amount in order to get more discount; as a result, Haigh’s could increase its sales revenue. Being more conscious of baby boomers segmentAs aging population in Australia is occurring faster, Haigh’s is required to take more actions in meeting the demand of this segment. Discount for senior is one of the options that Haigh’s could apply to attract more elderly people. Getting connected with consumers through social network Haigh’s has been successful in using the widespread of Facebook to engage with their consumers. In their Facebook page, a wide range of products has been introduced and received variety comments and responses from consumers. It is also a great marketing tool for Haigh’s. However, it is needed to exploit more the potential of social network and blogging community in strengthening the relationship with consumers.Haigh’s should set up more surveys and feedback pages in order to know what are best-seller products, what are their drawbacks, what consumers want and how to satisfy their needs. The creation of â€Å"make your own flavour† game would be applied in their Facebook page, which allows browser to create and mix own chocolate flavour. It would be a chance to let consumers knows that the company values their opinions and interests. Moreover, Haigh’s will also have more ideas in developing their product lines. 7. 3 Corporate strategy People always want new, innovative products. There are plenty of similar products existing and new products developed every si ngle day, which gives customers various options to choose. Therefore the company may easily experience change of consumer loyalty, especially for adolescents.Chocolate is an $83 billion a year business, which makes the industry’s value larger than the Gross Domestic Product (GDP) of more than 130 nations on earth (CNN, 2012). While they have expanded its business for almost a century, they only have 13 stores in Australia and have not expanded internationally. Their products are highly known in Australia as being of very high quality. However, Haigh’s Manufacturing represents only a small part of the Australian chocolate market. The Australian chocolate category is clearly dominated by large international players like Kraft Foods, Mars, and Nestle. Haigh’s best estimate based on industry data is 1. % of the total Australian chocolate market by turnover, a smaller portion by volume (A E HAIGH PTY LTD, 2011). In order to expand and grow the company some strategies are suggested: Tapered vertical Integration Vertical integration is commonly used in the firm’s core business to gain market power over rivals. Market power is gained as the firm develops the ability to save on its operations, avoid market costs, improve product quality and, possibly, protect its technology from imitation by rivals (Dallas Hanson, 2011). Since 1915, Haigh’s Chocolate carries out tapered vertical integration as they have controlled the whole process from raw materials to the consumer value chain.This has enabled the business to create the highest quality for its products and enabled them to protect the product quality. The company has built its own outstanding retail network. This strategy needs to keep up to protect its product quality and its long history. However, it will not be able to make continues growth in the long term as new international competitors keep entering into the market and strong international competitors have occupied the markets. Related diversification Haigh’s chocolate does not use related diversification. It is suggested to use related diversification in opening chocolate cafes in Australia, which allows them to grow their market share and reputation faster.Related diversification allows a company to swap complementary skills and create value through economise of scope. Haigh’s Chocolate has considered it but decided against it for now as they believe that is not their strength (Christina, 2011). There are some international chocolate cafes in Australia including Max Brenner, Lindt, Guylian and The Chocolate Room. One of Haigh’s strengths is breadth of its product range available to customers and it is even wider range than those international competitors which run chocolate cafes in Australia as well as worldwide (Christina, 2011). All products can be used at Haigh’s Chocolate cafe like the competitors.To differentiate, one of its current product, dark chocolate coffee beans which 100% Australian grown, for coffee lovers can be used for its coffee at the cafe and the cafe can be operated as a chocolate bar which combines a bar and a shop allowing cusomter to experience purchasing some their products at the chocolate cafe. In addition to this, buidling a solid training system for employees and developing of chocolate products such as chocolate brownie, chocolate cake can be implemented for a long term strategy of chocolate cafes. Moreover, this related diversification helps find out the latest consumer trends and behavior much more easier and also enables to advertise its new products or promotions at lower cost. International StrategyInternational strategy has been suggested as a possibility for further growth of the company. Asia market Europeans account for nearly half of all the chocolate the world eats, according to the International Cocoa Organization. (CNN, 2012) However, barriers to entry are too high in Europe as there are diverse strong competi tors. Although the Asia market is smaller compared to Europe, Asian markets are expected to hold a 20 percent share of the global market by 2016. Chocolate sales in China are expected to rise 19 percent to $1. 2 billion, India expects to see a 7 percent jump to $633 million dollars, and in Indonesia are expected to rise 25 percent to $1. billion dollars, ballooning to nearly 2 billion dollars by 2015 (CNN, 2012). Japan is Asia’s largest consumer market for chocolate confectionery with per capita consumption rate of about 1. 8 kilos (World Cocoa Foundation, 2011). Therefore the Asian market is a sutiable entry for Haigh’s Chocolates. The first entry for Haigh’s Chocolate can be Japan. Transnational strategy A transnational strategy is most suitable strategy for Haigh’s Chocolate as it helps to achieve both global efficiency and local responsiveness. They have not entered international markets since they had failed entering into Japan market due to pricing and developing new products for new market.Therefore, Haigh’s Chocolate needs new products for different markets. For instance, Japanese consumers prefer softer and less sweet products and prefer low-priced individually wrapped products are increasing (World Cocoa Foundation, 2011). Green tea, sesame flavours, individual wrapped products can be developed for Japanese markets. Haigh’s Chocolate’s are rated ‘green’ in Greenpeace True Food Guide, Signifying a clear policy on excluding GE-derived ingredients, including oils derived from GE crops, and animal products from animals fed on GE crops while other competitors such as Nestles have been rated much lower due to some criticism (True Food Network).Consumer awareness of environment-friendly products is expected to grow dramatically in the next five years (Markets and Markets, 2011). The company’s products are considered to be in a higher price range with diverse scale of products in the global market. The company can enter into international market with its clear policy as consumers seek healthier, higher quality of ingredient for health while providing different types of products for different markets for both global standardisation as well as localisation Entry mode: Strategic Alliance Strategic alliances allow companies to share the risks and the resources required to enter international markets.Furthermore, it can facilitate the development of new core competencies that contribute to the company’s future strategic competitiveness (Dal