Martin Luther King's Letter from Birmingham jail Essay

Martin Luther King's Letter from Birmingham jail - Essay Example It was through bold and inspirational speeches that King established a reputation as a great orator. However, this also painted him a radical and subject to federal surveillance for the rest of his life. In addition, King is recognized for his phlegmatic way of approaching crisis as he advocated for the rights of all. Martin Luther King Jr represented the African-American community, but in essence, this translates to all minority communities who lived an oppressed life. This oppression came about following colonization and the slave trade where the rights of those perceived to a weak community were subjected to a wide range of discrimination. Segregation and discrimination with regard to race, gender and education were outlawed following advocacy for civil rights. This marks a critical step towards generating independence among communities. This clearly illustrates that even as King fought for the rights of African-Americans, the benefits would be felt across different communities bo th regionally and nationally. King mounted a challenge to oppression by defying the status quo, which eventually got support from other members of the community other than African-Americans. ... Martin Luther King is no exception as highlighted in most of his speeches and letters, particularly the letter from Birmingham jail, which is the subject of this paper. This paper seeks to illustrate the means of persuasion applied in King’s letter from Birmingham jail. In the wake of his struggles to advocate for equal civil rights, King was arrested for his participation in the Birmingham campaign in Alabama. The campaign was organised by King’s organisation, the Southern Christian Leadership Conference, which saw a series of peaceful demonstrations against segregation. It is following the protests that he was arrested and his actions criticised by clergymen who published a letter terming his actions as unwise. In their letter, the religious leaders disapproved the position taken to hold the demonstrations, which in their view, imposed immerse tension in Birmingham. They also disapproved the timing of the demonstrations since the courts had previously issued an injunc tion to prohibit civil marches in Birmingham streets. The letter from Birmingham jail was in response to the sentiments expressed by the clergymen and aimed at justifying the need for action against prevailing civil injustices. It is in this letter that King employs Aristotle's rhetoric modes of persuasion to counter argument his audience’s recount of events, which appeal to ethos, pathos and logos. In the letter, King defends his reputation and wisdom by illustrating the need for action, which is in line with ethos before trying to arouse the emotions of his audience. He finally presents testimony and quotations from important thinkers and leaders of the time while appealing to the audiences’ logic. The effective

Business negotiations in Japan Coursework Example | Topics and Well Written Essays - 250 words

Business negotiations in Japan - Coursework Example When negotiating, it is important to recognize that Japanese do not understand English hence using it will hamper the success of the negotiations. The closely uphold augmentation where logic, dogma, and emotions are combined. They talk around a subject to obtain a holistic view rather than going the straightforward American style. Additionally, Japanese perceive the ‘face’ to be a mark of personal dignity and portrays one’s status among peers. As such, they will always expect that a foreigner always strive to uphold their face and not to turn down someone’s request because they believe that turning down requests leads to humiliation. They do not openly criticize and requires that one uses terms such as its under consideration or its inconvenient if they do not agree to a request. Moreover, harmony is perceived as a key value in japan; both in business and family settings unlike other cultures such as American. Tone of voice, posture, and facial expression a re used to express feelings and what they hold on certain ideas. For instance, when someone frowns during a conversation, it implies disagreement. While negotiating in japan, it is important to note that greetings are ritualized and highly formal unlike in America. During negotiations, the Japanese requires that a speaker waits to be introduced rather than introducing themselves which is common in many cultures. Observing all the aforementioned differences will ensure the effectiveness of the negotiation. Phatak, Arvind V., Rabi S. Bhagat, and Roger J. Kashlak.  International Management: Managing in a Diverse and Dynamic Global Environment. Boston, MA: McGraw-Hill Irwin, 2009. Web. Accessed through course E-Textbook compiled by Professor Ridley

System Application and Product Training Effectiveness

System Application and Product Training Effectiveness CHAPTER 1 INTRODUCTION Overview of the study This section gives overview of the study of SAP training satisfaction in Felda Authority and Development Board (FELDA) and the impact that SAP brings towards accounting processes in FELDA, including the rationale, brief past literature, reasons for carrying out this study and significance contribution of this study. (ERP) Enterprise resource planning (ERP) systems are software systems that enable companies to enjoy real time business environment and share common data across the organization (i.e. Gargeya and Brady, 2005, Spathis and Constantinides, 2003, Nah et al., 2001) that assure able to meet business requirement (Bradley and Lee, 2007). ERP systems are commonly used to replace legacy systems which require high maintenance (Bradley and Lee, 2007). There are many selections of ERP. However, the top five ERP system vendors are System Application and Product (SAP), Peoplesoft, Oracle, J.D. Edwards and Baan (Equey and FragniÃÆ' ¨re, 2008). Little and Best (2003) sum up majority of international organizations range from medium to large sizes have adopted ERP. Of these, the most popular choice is won by SAP R/3 (Little and Best (2003). (SAP) System Application and Product (SAP) R/3 is an ERP system (Little and Best, 2003), originally developed and marketed in Germany. In the 1990s, SAP became better recognized outside Germany and attracted many companies due to its various benefits and functionalities (Martin and Cheung, 2000). It is comprised of a collection of modules including financial accounting, sales and distribution, materials management, production planning and human resources (i.e. Martin and Cheung, 2000, Finney and Corbett (2007). All modules are integrated with each other (i.e. Little and Best, 2003, Nah et al., 2001). The R/3 smoothen the progress of monitoring and controlling job, where it can be designed to be fit with companies roles and assigned to users performing these roles (Little and Best, 2003). (How ERP works) As found by Gupta (2000), traditional systems take care of each business transaction separately. Amazingly, ERP discontinues treating these transactions individually. More astonishingly, data generated by various departments are stored in the same database for the use of multiple users, from multiple units, for multiple purposes at multiple places (Gupta, 2000). A transaction generated by one unit can automatically updates any other unitsà ¢Ã¢â€š ¬Ã¢â€ž ¢ transaction. The interconnections ensure that common information in a unit can be obtained by any other unit. This also brings means that ERP allows real time data processing (Vathanopas, 2007, Gupta, 2000, Nah et al., 2001). However, these functionalities require involvement and support of all level of employees from top management downward to shop-level employees (Amoako-Gyampah, 2004). (Benefit SAP-6) R/3 helps in separating duties in an organization (Little and Best, 2003). Other than R/3 usefulness, one of ERPà ¢Ã¢â€š ¬Ã¢â€ž ¢s major strengths includes the restructuring companies to a better position (Nah et al., 2001, Willis and Willis-Brown; 2002; Kim et al.; 2005; Hong Seng Woo, 2007). While ERP may empower management and serve employees, customers and suppliers needs (Willis and Willis-Brown, 2002), this may lead to greater companies value (Spathis and Constantinides, 2003). The study of Spathis and Constantinides (2003) prove ERP offer huge significant benefits on accounting information and management processes. In addition to that, the sample company in Amoako-Gyampah (2004) study of which a healthcare products organization with over 20,000 employees worldwide chose SAP R/3 as they claim SAPà ¢Ã¢â€š ¬Ã‹Å"s tight integration philosophy met their business need for integration. Furthermore, ERP offer seamless data integration or cross-functional within the c ompanies (Amoako-Gyampah, 2004). This corroborates the purpose of ERP where it is designed to provide one common source of data. Lastly, ERP adopters may enjoy the productions of real-time data which is shared across the organization (Amoako-Gyampah, 2004, Mustacello and Chen, 2008; Finney and Corbett, 2007). (Cost SAP -6) Perhaps, one of its shortcomings is the pain during implementation (Gargeya and Brady, 2005). For the adopters, the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s long term implementation process may cause fatigue and dissatisfaction. Worse, this also may cause imperfect system design and testing (Trimi et al., 2005). Moreover, the greatest disadvantage of an ERP system (Trimi et al, 2005) is stiff and expensive to implement (Bradley and Lee, 2007, Gargeya and Brady, 2005, Spathis and Constantinides, 2003). Implementation costs include software, hardware, consultant fees, cost for staff to operate the system and the very large cost component of user training (Trimi et al. 2005). This leads to over budget, in average of 189 percent for many companies, especially failed projects (Gargeya and Brady, 2005). The complexity of the system is another major complaint (Willis and Willis-Brown, 2002, Bradley and Lee, 2007). Consequently, companies will face high resistant to change from employee s (Spathis and Constantinides, 2003) as employees do not insist to learn new ERP system due to its non-user friendly features compared to old system (Bradley and Lee, 2007, Pijpers and Montfort, 2006). (CSF) With all the costs and disadvantages of ERP, increasingly we hear of the fall short of ERP implementations (Willis and Willis-Brown, 2002, Nah et al., 2001, Finney and Corbett, 2007; Gargeya and Brady, 2005). Resultantly, there has been long-drawn-out investigate concerning on critical success factors (CSF) of ERP implementations (Finney and Corbett, 2007; Gargeya and Brady, 2005, Kim et al., 2005, Hong Seng Woo, 2007; Mustacello and Chen, 2008). Accordingly, as suggest in prior literature, in order to ensure success of SAP implementation, CSF needs to be identified (Nah et al., 2001; Finney and Corbett, 2007; Kim et al., 2005, Hong Seng Woo, 2007); Gargeya and Brady, 2005; Mustacello and Chen, 2008). These factors may act as impediment and in worse case may be the focal grounds of a failure of implementation project (i.e. Nah, Lau and Kuang, 2001; Willis and Willis-Brown, 2002). Finney and Corbett (2007) who compile and analyze current literature of CSFs of ERP implementation, found five mostly cited categories. It includes top management commitment and support, business process reengineering (BPR) and change management, system development and testing, training and education and the best and brightest project team. This study will add up this list focusing on good project management (Nah et al. 2001, Kim et al.; 2005, Gargeya and Brady, 2005, Hong Seng Woo; 2007, Mustacello and Chen, 2008), proper planning (Finney and Corbett, 2007; Gargeya and Brady, 2005, Nah et al. 2001), effective communication (Finney and Corbett, 2007; Hong Seng Woo, 2007; Mustacello and Chen, 2008, Nah et al. 2001), feedback from employees (Nah et al., 2001; Finney and Corbett, 2007) and monitoring and eva luating performance (Nah et al., 2001; Finney and Corbett, 2007). (Importance of training) To outweigh the implementation costs, sufficient training should be given to employees. The training effort is ample and is a challenge to deliver effectively in a timely manner (Martin and Cheung, 2000). Trainings help companies by offering a smoother transition for the employees to accept the new system. Vathanophas (2007) argued there can be a hierarchical level of ERP training. The ERP consultants first train the IT staff that in turn train the individual departmental representatives or key users. These key users then teach their own departmental users or end users. It can be said that ERP implementations can be more successful if training is structured and focused. Training should give rise to satisfaction feel among users to boost their confidence level. (TAM) Theoretically, the technology acceptance model by Davis, suggests successful implementation requires user acceptance (Bradley and Lee, 2007). Since ERP is such a complex technology (Gargeya and Brady, 2005), organizations undertake training as an approach to gain the advantage of technology acceptance. Thus, this study seeks to explore the relationship of training to ERP project success (i.e. accounting processes). The variables used are: User perception of ease of use User perception of usefulness (Job position and business division) Job position and business division may theoretically see to influence SAP training satisfaction (Okpara, 2004). Differences are widely known to augment in the perceptions and attitudes of different hierarchical organizational members toward innovations and technology (Amoako-Gyampah, 2004). Managers perceived that technology would be easier to use compared to end users (Amoako-Gyampah, 2004). Concerning the need for more training and education, Bradley and Lee (2007) found that all level of employees show the need for more training. While difference job position gives different perception on ERP training, Ifinedo (2007) reported a positive relationship between organizational structures that facilitate ERP adoption. As a consequence, ERP will be less successful in companies where tasks are less specialized and organizational tasks are not properly segregated. (Accounting processes) ERP provide huge benefits to accounting processes in company (Spathis and Constantinides, 2004). ERP systems provide companies the ability to improve business processes by integrating both financial and non-financial data among all functional areas within an organization. The study of Spathis and Constantinides (2004) highly rated à ¢Ã¢â€š ¬Ã…“increased flexibility in information generationà ¢Ã¢â€š ¬?, à ¢Ã¢â€š ¬Ã…“increased integration of accounts applicationà ¢Ã¢â€š ¬? and à ¢Ã¢â€š ¬Ã…“improved quality of reports-financial statementsà ¢Ã¢â€š ¬? as perceived accounting benefits may be achieved in using ERP system. Problem statement (Present situation) To remain competitive, FELDA have undertaken business process re-engineering of using SAP to replace the old legacy system. Throughout the Felda Group of Companies (FGOC), the implementation is executed by phase, since 2002. Currently, 20 companies are formally using SAP and have formal SAP system in place. (Wrong with present situation) Numerous complaints received by the Customer Support Centre in term of the complexity of the system. Many problems logged at Customer Support Centre, requiring guidance on the use of the system. Worst, the problems logged are rising especially during account closing or stock count. Although training prior to implementations had been conducted, many refresh training after the implementations are requested by different companies independently. Many employees of finance unit claim SAP make daily job become difficult due to complexity of SAP. For instance, they feel reporting purpose using SAP takes time to perform. Yet, some of them feel SAP really helps especially during account closing. Countless criticisms on these harms, blaming on the several major issues faced during implementation of SAP were not fully solved. (Needs to be done) Consequently, this study seeks whether users of different groups of employees (i.e. job position and business division) are satisfied on the adequacy of SAP training given by Felda Prodata Systems Sdn. Bhd. (FPSSB) and external consultants. Moreover, the impact of SAP on accounting processes will be explored. Research objectives The main objectives of this study is to examine whether users (i.e. staff of finance department in FELDA) are satisfied on the adequacy of training given prior and post the implementation. The breakdown objectives of this study are: To determine the critical success factors of SAP implementation in FELDA. 1H- H01 To gain insight on perception of groups of employees (i.e. job position and business division) of finance department in FELDA on training adequacy. 2H- H02, H03 To analyze the relation between training and education satisfaction, and perceptions of ease of use and perception of usefulness (i.e. effectiveness and efficiency) on SAP system in the finance department in FELDA. 1H- H04 To explore the impact of SAP implementation on the accounting processes at FELDA. 1H- H05 4 Research questions What are the critical success factors in implementing SAP in FELDA?  · Do different groups of employees (i.e. job position and business division) of finance departments in FELDA perceive training adequacy differently?  · Do training and education satisfaction have impact on perceptions of ease of use and perception of usefulness (i.e. effectiveness and efficiency) on SAP system in the finance department in FELDA?  · How does the implementation of SAP affect the accounting processes at FELDA? Definition of terms Satisfaction of user on the SAP training will act as the independent variable. The dependant variables are the perceived usefulness (PU) and perceived ease of use (PEU) of SAP. Davis (1989) cited in Bradley and Lee (2007) explains the perceived usefulness is attributed by efficiency (perform job faster) and effectiveness (achieve desired results in performing the job). There are other variables use in this study to look for differences in perception of training satisfaction, including job position and business division. Overview of research methodology SAPà ¢Ã¢â€š ¬Ã¢â€ž ¢s website lists many of the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s largest companies as its clients (Trimi et al. 2005). To remain competitive (Spathis and Constantinides, 2003), FELDA have undertaken the Felda Group of Companies (FGOC), the implementation is executed by phase, since 2002. Currently, 22 subsidiaries are formally using SAP and have formal SAP system in place. FELDA face many problems in installing SAP such as resistance to change among employees and useless training which did not achieve the purpose it brings (Bradley and Lee, 2007). The data collected is from Felda Group of Companies (FGOC) who formally used SAP in place. Multiple regression analysis was used to determine the effect of training satisfaction on use and usefulness. ANOVA was used on survey data to look for difference in perception of training satisfaction by job position and business divisions. Significance of this study This study is interesting to examine as to fill in the gap in the literature by providing empirical evidence on the adequacy of SAP training conducted at FELDA and the impact on accounting benefits that SAP brought in. FELDA organization may use it in improving their business operation activities. It is a hope that this study can also be used by other companies in dealing with ERP implementation. Summary As FELDA is using SAP system formally, this study focuses on SAP training satisfaction in FELDA in relation to the perceived usefulness and perceived ease of use among finance department staff in FELDA. The CSFs of SAP implementation and its impact on FELDAsà ¢Ã¢â€š ¬Ã¢â€ž ¢ accounting processes are also explored. Regardless of the seamless integration offered in a real-time environment, ERP also badly comes with numerous disadvantages including cost overruns, fatigue implementation and less user-friendly characteristics. By proposing a model on the basis of the Technology Acceptance Model by Davis, this study hopes to support any existing literature on the adequacy or appropriateness of SAP training and the impact on accounting benefits. Organization of dissertation This study is organized as follows. Chapter 1 briefly highlights the literature review, research methodology, rationale and reasons for carrying out this study. Chapter 2 debates literature reviews on previous studies related to SAP. This is followed by Chapter 3 on the research methodology adopted in this study. Chapter 4 describes and discusses the findings of the study. The final chapter concludes with major findings, limitations of the study and recommendations on future research. CHAPTER 2 LITERATURE REVIEW This chapter reviews the literature concerning ERP and SAP definition as well as past studies conducted on benefits and costs of ERP and SAP, and the need of training on ERP. Related literature describes userà ¢Ã¢â€š ¬Ã¢â€ž ¢s satisfaction on ERP training and the impact of job position and business division on perceive ness of SAP training adequacy. The chapter then highlights some theories relevant to the ERP impact on accounting processes. Enterprise Resource Planning (ERP) Enterprise resource planning (ERP) come into view as a system for a whole business that offer to share data throughout the entire organization, generate and access information in a real time world (Vathanopas, 2007, Gupta, 2000, Trimi et al., 2005, Finney and Corbett, 2007; Gargeya and Brady, 2005, Kim et al., 2005, Hong Seng Woo, 2007; Mustacello and Chen, 2008, Nah et al., 2001) five years ago (Willis and Willis-Brown, 2002). It is one of the most popular software system emerged in this world (Hong Seng Woo, 2007). Realizing its huge benefits, ERP systems have been widely implemented by numerous firms throughout the world (i.e. Willis and Willis-Brown, 2002, Gupta, 2000). According to Equey and FragniÃÆ' ¨re (2008), as at 2001, there are more than 100 ERP suppliers. Of these, only five are the current market leader, of which System Application and Product (SAP), Peoplesoft, Oracle, J.D. Edwards and Baan. Little and Best (2003) sum up majority of international organizations range from medium to large sizes have adopted ERP. And again, of these, the most popular choice is won by SAP R/3 (Little and Best (2003). System Application and Product (SAP) The call for for ERP systems has permit SAP R/3 to dominate the ERP system market (Little and Best, 2003). SAP was opted in reorganization project of large companies in 16 countries in Europe (Martin and Cheung, 2000). Soliman and Youssef (1998) highlight, according to a Fortune magazine survey, there are over 7,000 companies in 50 different countries using the SAP R/3 system. While SAP R/3 is currently the most leading ERP system (Little and Best, 2003), industry watchers and consultants rated SAP as the best system that able to fit with companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirement (Amoako-Gyampah, 2004). SAP R/3 is an ERP (Little and Best, 2003). It is an integrated software system, originally developed and marketed in Germany (Martin and Cheung, 2000). It a product of the German software company, SAP AG. (Amoako-Gyampah, 2004). In the 1990s, SAP became better known outside Germany (Martin and Cheung, 2000). Its centre of attraction is its high level integration and vast functionality (i.e. Amoako-Gyampah, 2004, Gupta, 2000). It is comprised of a collection of modules including financial accounting, materials management, sales and distribution, production planning and human resources (i.e. Martin and Cheung, 2000, Finney and Corbett, 2007). All modules are integrated with each other (i.e. Nah et al., 2001). The R/3 means that facilitates the monitoring and controlling job, where it can be designed to be fit with companies roles and assigned to users performing these roles (Little and Best, 2003). How ERP works Old system or ERP perform the same function of storing data and information, process and present them whenever requested by user. However, for traditional system, there is no link between the systems being used by different departments or units. According to Gupta (2000), traditional systems take care of each business transaction separately. An ERP does the same thing in a different modern manner. Surprisingly, ERP discontinues treating these transactions individually. Data generated by various departments are stored in the same database for the use of multiple users, from multiple departments, for multiple purposes at multiple places (Gupta, 2000). The software is capable to integrate data from several different functions of an organization such as finance, human resources, logistics, marketing and manufacturing (Amoako-Gyampah, 2004). In simpler words, user from finance unit can view common data keyed in by human resources unit. ERP allows real time data processing (Vathanopas, 2007, Gupta, 2000, Nah et al., 2001). The emergence of ERP in early 1990 led to linkage between departments such as accounting and sales management (Gupta, 2000). For instance, a purchase order entered by procurement unit sends a materials request to store unit. At the same time, the purchase order transaction appears as an expense on general ledger. Supplier also can monitor latest stock level and whenever the materials run low, they can add the stock without having to be notified by client. The interconnections ensure that common information in a unit can be obtained by any other unit. This makes it simpler to see how the entire business as a whole is operating. ERP systems by their very nature offer cross-functional transact and information system (IS) is widely used in an organization. The wave of changes covers inside out the company where it modifies the way employees does their jobs and how the company operates (Hong Seng Woo, 2007). Hence, the implementation inevitably enquires the involvement of all level of employees from top management downward to shop-level employees (Amoako-Gyampah, 2004). Benefits of ERP vs. cost ERP adopters seem to experience one or two opposite outcomes. For some, ERP aids in restructuring companies to a better position (Nah et al., 2001, Willis and Willis-Brown; 2002; Kim et al.; 2005; Hong Seng Woo, 2007). For instance, ERP may empower management and serve employees, customers and suppliers needs (Willis and Willis-Brown, 2002). This may bring greater companies value (Spathis and Constantinides, 2003). As found by Willis and Willis-Brown (2002), ERP facilitates companies in term of information pertaining to customers. Customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s data is collected such as pattern of orders, product preferences and any complaint or satisfaction received. Conversely, suppliers are responsible in monitoring their own inventory level supplied to their client. When the materials run low, they can add the stock without having to be notified by client. In contrast, employees may have facilities to take the ERP with them. This service is referred as mobile ERP, where it is one of the greatest opportunities today. One example is that ERP allows the setup of pricing and promotion programs automatically attached with invoicing and billing. In addition to that, the satellite-based global positioning system (GPS) technology offers another excellent opportunity. Companies can use the ERP system in better tracking the status of materials such as the movement of tagged inventory from receiving, work-in-process, inspection, packaging and distribution. R/3 helps in separating duties in an organization (Little and Best, 2003). The R/3 facilitates the monitoring and controlling job, where it can be designed consistent with companiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ roles and assigned to users performing these roles. The SAP system itself restricts usersà ¢Ã¢â€š ¬Ã¢â€ž ¢ access to certain functions within the system, which means that users have to be authorized to perform a certain action. These authorizations are associated with roles. And the roles are assigned to users. These authorizations are necessary for users or staffs to perform their duties. If a staffà ¢Ã¢â€š ¬Ã¢â€ž ¢s authorization profile contains no authorizations then the staff cannot have access to respective action on the system. ERP advantages have been well explained in the study of Spathis and Constantinides (2003). The study explores ERP system benefits on accounting information and management processes for companies adopting ERP system in Greece. The most highly rated perceived benefits achieved involve increase flexibility in information generation, improved quality of reports-financial statements, increased integration of applications and easy maintenance of databases. This clearly suggests that ERP has significant impact on accounting procedures. The evidences of Spathis and Constantinides (2003) study also support the argument that ERP is successful in fulfilling the adoptersà ¢Ã¢â€š ¬Ã¢â€ž ¢ business purposes and requirements. The integration of applications, the production of real-time information for decision making, improves both accounting information and business operations. The sample company in Amoako-Gyampah (2004) study of which a healthcare products organization with over 20,000 employees worldwide chose SAP R/3 as they claim SAPà ¢Ã¢â€š ¬Ã‹Å"s tight integration philosophy met their business need for integration. ERP transaction systems meant to offer companies with seamless data integration and it appears that this benefit is likely to be understood by employees regardless of their position within the companies (Amoako-Gyampah, 2004). The integration involved the automatically update of different modules at different locations within the organization at different time periods. For example, say ordering goods was being completed at one location, pricing was being started at another department and financials would have nearly been completed at another location. ERP are designed to eliminate multiple sources of data, eliminate multiple data entries and provide more accurate and timely data. This corroborates the purpose of ERP where it is designed to provide one common source of data. Companies adopting ERP enjoy integration business applications using real-time information. The productions of real-time data are shared across the organization. This is important in business environment where effectiveness and efficiency in operations and real-time data are among crucial factors for business success (Spathis and Constantinides, 2003). Consequently, generation of timely information improves decision making process, planning and monitoring of ERP adopters. Despite ERPà ¢Ã¢â€š ¬Ã¢â€ž ¢s promises, the greatest disadvantage of an ERP system (Trimi et al, 2005) is stiff and expensive to implement (Bradley and Lee, 2007, Gargeya and Brady, 2005, Spathis and Constantinides, 2003). In fact, Trimi et al. (2005) conclude ERP is expensive by their nature. Generally, software development represents about 80 percent of total implementation cost. Implementation costs include software, hardware, external consultant fees and internal staff for installation, and not to forget a very large cost spent on training of staff to operate the system. Studies have shown that, for every dollar spent on ERP software, 3 to 10 dollars might be required for the users training (Amoako-Gyampah, 2004). For the adopters, the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s long term implementation process may caused fatigue and dissatisfaction. Worse, the level of dissatisfaction appears to be arising (Willis and Willis-Brown, 2002). The main problem faced by ERP implementers is the decision to customize or not in suiting the system with the organization (Gupta, 2000). Company adopters will demand ERP to meet their needs. They spend excessive time trying to retrofit the business process to ERP. Thus, the companies which customize will end writing more code of which requiring more time and cost. It can be said that the changeover may take a longer time causing cost overruns (Spathis and Constantinides, 2003). Since most external consultants are charged on man-hour basis, project time overruns substantially inflate costs. Many companies, especially failed projects, found themselves over budget, in average of 189 percent (Gargeya and Brady, 2005). Inflating implementation costs that exceed budget has caused many companies to trim project efforts. Companies will then attempt relying heavily on limited-knowledge internal expertise. Generally, the decision was forced by over price set by external knowledgeable consultants. The result was improper setup and configuration (Willis and Willis-Brown, 2002). Theoretically, Trimi et al. (2005) see many projects failures as a result of imperfect design and implementation of the system. The lack of knowledgeable and skilled staff resulted in the failure to implement some very useful features or in a worse case, critical operations (Willis and Willis-Brown, 2002). For instance, the critical failure would be associated with the companiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ ability to rapidly respond to situation with real-time information. Given any new arises or major SAP upgrade (Gargeya and Brady, 2005), changes are required to respond throughout the system (Trimi et al., 2005, Gupta, 2000) probably denying many of unique customizing or specific business process related to the respective companies. Different companies are unique which they have different cultures, their own way of doing things, operates with different procedures and business requirements. They do not wish to be assimilated into one corporate culture. Companies carry their unique business pr ocess which requires unique ERP customizing. Gargeya and Brady (2005) found Sobeyà ¢Ã¢â€š ¬Ã¢â€ž ¢s, an $89 million Canadian grocery chain, abandoned the implementation process as it feel SAP could not handle its requirements. In a nutshell, planning an ERP project cannot be taken lightly (Gargeya and Brady, 2005). Another major complaint (Willis and Willis-Brown, 2002) is the lack of user-friendly systems (Bradley and Lee, 2007). Few staffs may use the system as their perceptions of ease of use of the systems are set at a lower level. Personnel claim it is difficult to capture data at the inception of a particular transaction (Willis and Willis-Brown, 2002). The main hurdle (Gupta, 2000) faced was high resistant to change (Spathis and Constantinides, 2003). Staffs do not insist to learn new technologies due to attachment to old system (Bradley and Lee, 2007, Pijpers and Montfort, 2006). Not surprisingly, many companies suffer guilt of making simplistic assumptions as they realized culture changes do not occur magically. These changes characterized by human psyche. If staffs are not ready or willing to change, change simply will not occur. Unisource, a $7 billion companies, terminate its SAP implementation plan due to internal problems of unable in dealing with cultural change (Gargeya and Brady, 2005). Critical success factor in implementation of ERP The difficulties and failure in implementing ERP have been widely cited in the literature (i.e. Nah, Lau and Kuang, 2001; Willis and Willis-Brown, 2002). For instance, Allied Waste Industries, Inc. decided to pull $130 million budgeted on SAP development and Waste Management, Inc., terminated SAP installation after spent about $45 million from expected $250 million on the project (Kim et al., 2005). Thus, it is important to identify predictors for the success of ERP implementation (Nah et al., 2001; Finney and Corbett, 2007; Kim et al., 2005, Hong Seng Woo, 2007); Gargeya and Brady, 2005; Mustacello and Chen, 2008). Critical success factor (CSF) can be defined as any element or situation that can be characterized as necessary in order to succeed in any ERP implementation (Finney and Corbett, 2007). Below are the list of CSFs which are widely debated in the literature (Nah, et al., 2001; Finney and Corbett, 2007; Kim et al., 2005, Hong Seng Woo, 2007); Gargeya and Brady, 2005; Mustacello and Chen, 2008). (Training and education) As ERP is not easy to use, training users in using ERP is important even for highly educated personnel or highly information technology (IT) skills personnel (Hong Seng Woo, 2007, Nah et al.; 2001, Mustacello and Chen; 2008, Gargeya and Brady ;2005, Finney and Corbett, 2007 and Gupta; 2000). Hong Seng Woo (2007), Nah et al. (2001) and Mustacello and Chen (2008) stress that sufficient training can help enlighten the opportunity for ERP system success. Heavy investment in training, support and education should be emphasized such as hands-on job (Finney and Corbett, 2007), on-site support staff and support centre (i.e. helpdesk, online user manual) (Nah et al., 2001). It is common that training effort is downplayed or ignored, because it does not provide huge quant

Soliloquies Essay - The Meaning of Hamlet’s Soliloquy -- GCSE English

The Meaning of Hamlet's Soliloquy  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚   "To be or not to be that is the question"   (III.i l 56)  Ã‚   This is one of the most often recited lines in all the works of Shakespeare. However, very few people have any idea of its the true meaning. While the phrase sounds simply intelligent, and philosophical, it is important to explore the meaning it holds in the play. The speech in its entirety reveals that Hamlet is considering his suicide. It is a pondering which is reflective of all the troubles Hamlet has encountered thus far in the play, and what he should do about it. He ponders ending his life, and the nobility of that decision.    "Whether it is nobler in the mind to suffer    The slings and arrows of outrageous fortune"    (Shakespeare, III.i l 56)    The slings and arrows Hamlet has encountered have driven him to contemplate suicide. He feels that what is happening is simply too much to endure, so suicide may be a better way of overcoming his troubles than to end them by taking action.    "Or to take arms against a sea of troubles    and by opposing end them."    (III.i l 58)    One of these forces which is driving Hamlet to the edge is the activity of his mother. Just a few days after the funeral of her former husband of supposed one true love, She marries his brother and successor to the throne.    "Thrift, thrift, Horatio. The funeral baked meats    Did coldly furnish forth the marriage tables."    (I.ii l 180)    This is considered by Hamlet to be a dishonor to his father, and by Hamlet and the audience of the time to be contemptible, incestuous behavior. He loves his mother a great deal, and wants to protect her from the King. She may be "quick to ... ...Shakespeare. Ed. G. Blakemore Evans. Boston: Houghton Mifflin Co., 1974. Mack, Maynard. "The World of Hamlet." Yale Review. vol. 41 (1952) p. 502-23. Rpt. in Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996. Maher, Mary Z.. "An Actor Works at Connecting with His Audience." Readings on Hamlet. Ed. Don Nardo. San Diego: Greenhaven Press, 1999. Rpt. from Modern Hamlets and Their Soliloquies. Iowa City: University of Iowa P., 1992. p.71-72. Rosenberg, Marvin. "Laertes: An Impulsive but Earnest Young Aristocrat." Readings on Hamlet. Ed. Don Nardo. San Diego: Greenhaven Press, 1999. Rpt. from The Masks of Hamlet. Newark, NJ: Univ. of Delaware P., 1992. Shakespeare, William. The Tragedy of Hamlet, Prince of Denmark. Massachusetts Institute of Technology. 1995. http://www.chemicool.com/Shakespeare/hamlet/full.html       Soliloquies Essay - The Meaning of Hamlet’s Soliloquy -- GCSE English The Meaning of Hamlet's Soliloquy  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚   "To be or not to be that is the question"   (III.i l 56)  Ã‚   This is one of the most often recited lines in all the works of Shakespeare. However, very few people have any idea of its the true meaning. While the phrase sounds simply intelligent, and philosophical, it is important to explore the meaning it holds in the play. The speech in its entirety reveals that Hamlet is considering his suicide. It is a pondering which is reflective of all the troubles Hamlet has encountered thus far in the play, and what he should do about it. He ponders ending his life, and the nobility of that decision.    "Whether it is nobler in the mind to suffer    The slings and arrows of outrageous fortune"    (Shakespeare, III.i l 56)    The slings and arrows Hamlet has encountered have driven him to contemplate suicide. He feels that what is happening is simply too much to endure, so suicide may be a better way of overcoming his troubles than to end them by taking action.    "Or to take arms against a sea of troubles    and by opposing end them."    (III.i l 58)    One of these forces which is driving Hamlet to the edge is the activity of his mother. Just a few days after the funeral of her former husband of supposed one true love, She marries his brother and successor to the throne.    "Thrift, thrift, Horatio. The funeral baked meats    Did coldly furnish forth the marriage tables."    (I.ii l 180)    This is considered by Hamlet to be a dishonor to his father, and by Hamlet and the audience of the time to be contemptible, incestuous behavior. He loves his mother a great deal, and wants to protect her from the King. She may be "quick to ... ...Shakespeare. Ed. G. Blakemore Evans. Boston: Houghton Mifflin Co., 1974. Mack, Maynard. "The World of Hamlet." Yale Review. vol. 41 (1952) p. 502-23. Rpt. in Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996. Maher, Mary Z.. "An Actor Works at Connecting with His Audience." Readings on Hamlet. Ed. Don Nardo. San Diego: Greenhaven Press, 1999. Rpt. from Modern Hamlets and Their Soliloquies. Iowa City: University of Iowa P., 1992. p.71-72. Rosenberg, Marvin. "Laertes: An Impulsive but Earnest Young Aristocrat." Readings on Hamlet. Ed. Don Nardo. San Diego: Greenhaven Press, 1999. Rpt. from The Masks of Hamlet. Newark, NJ: Univ. of Delaware P., 1992. Shakespeare, William. The Tragedy of Hamlet, Prince of Denmark. Massachusetts Institute of Technology. 1995. http://www.chemicool.com/Shakespeare/hamlet/full.html      

2008 Summer Olympics Essay

Published by  © 2008 by Routledge, Taylor & Francis Group. All rights reserved. No part of this work may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, microfilm, and recording, or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America. Routledge, Taylor & Francis Group, 270 Madison Avenue, New York, NY 10016. IM-1826 CONTENTS Introduction Chapter 1. Introduction to Sports, Sportscasters, and Sportscasting Chapter 2. The Historical Development of Sports and Sportscasting Chapter 3. The Economics of Sports, Sportscasters, and Sportscasting Chapter 4. Audiences for Sports and Sportscasting Chapter 5. The Role of Media in Sports and Sportscasting Chapter 6. Sociocultural Perspectives on Sports and Sportscasting Chapter 7. Practicum on Sportscasting Chapter 8. The Future of Sportscasters/Sportscasting Suggestions for Teaching Sportscasting Syllabus Critical Dates Student Profile Invitation for Sportscaster Speaker 5 7 13 19 25 33 41 55 61 65 67 69 73 75 Introduction Conceived as a supplement to Sportscasters/Sportscasting: Principles and Practices, this collection of exercises adds to the pedagogical mix. Following the outline of a broad approach to understanding the topic—which includes the history, economics, audience, media, sociology, practicality, and future concerns of sports and sportscasting, it has this general outline: Chapter l. Introduction to the study of sportscasters and sportscasting Chapter 2. The historical development of sports and sportscasting Chapter 3. The economics of sports, sportscasters, and sportscasting (sports advertisers and advertising, sport tourism, sports marketing and management, the sports-media complex, sportscasters’ earnings, and sports sponsorship) Chapter 4. Audiences for sports and sportscasting (U. S. audiences, international audiences, and special events) Chapter 5. The role of the media in sports and sportscasting (print media, broadcasting, and beyond, sportscasters—the â€Å"Jockocracy† issue, sportscasters as celebrities, and sportscaster profiles) Chapter 6. Sociocultural perspectives on sports and sportscasting (pervasiveness and salience of sports, role modeling/heroes, and issues—racial and gender consideration) Chapter 7. Practicum on sportscasting Chapter 8. Future concerns and considerations about sports and sportscasting Designed for teachers and students, as well as anyone interested in the topic, the Exercises in Sportscasting includes a range of ap5 6 EXERCISES IN SPORTSCASTING proaches. The idea here is that participants in this process will want to learn as much as they can about the subject. As you will see, each chapter offers several ways to enhance the learning process. Some chapters encourage discussions of topics with family and friends and/or in the classroom, and most are meant to get you both thinking and talking about sportscasting-related issues. There also are a number of bibliographic lists, encouraging further research on various topics, along with an approach to reporting on your reading that encourages critical thinking. Exercise 1. 4 is a â€Å"Fill in the blanks,† with the answers on the next page, as is Exercise 2. 3 â€Å"Sport history firsts,† and the essays in Exercise 2. 4 have suggested inclusions for answers. If you are interested in doing survey scholarship, there are two examples here: Exercise 4. 5 offers directions on how to get information on audiences for the Olympic Games, along with a sample and coding forms, and Exercise 5. 8 gives you a good background for interviewing sportscasters. In the hope that you use soft drinks, as suggested, you should enjoy Exercise 5. 6, â€Å"The Brent Musburger Drinking Game†Ã¢â‚¬â€ another way to monitor sportscasterspeak. There actually are a number of fun exercises here, as you will see. In terms of the practicum, you are asked to consider the field of sports journalism, examine sports cliches, construct a resume, analyze your voice, and actually practice sportscasting. As in anything else, the more you are willing to try these various activities, the more it will help you in the long run. This is, after all, only your beginning. After the exercises is a separate section focusing on the way this course has been taught in the past. It includes the following: 1. Syllabus 2. Critical Dates 3. Student profile 4. A suggested invitation for a sportscaster speaker Designed for teachers, this section is suggestive only, and is open to input—as is, in fact, this whole project. Your responses are encouraged, and I wish you well in your analysis of and/or career in sportscasting. Chapter 1 Introduction to Sports, Sportscasters, and Sportscasting Exercise 1. 1: Your Definition/Description of Sportscasting We all have our own experiences with the subject of sportscasting. Tell about yours, including your interest in the topic. At some point, give your own definition and/or description of sportscasting. In addition, what has been your personal experience with sportscasting and sportscasters? Have you met any sportscasters personally? Who are your favorites? Who are your least favorite(s)? Think about why, and share your thoughts. Exercise 1. 2: Globalization of Sports (book review) From the bibliography that follows, choose a book and critique it, including the following information: 1. The book: Full name of the title, author(s) name, when and where published and by whom, number of pages and illustrations. 2. Author(s): Who she or he is—profession, background, experience, and other publications. 3. Frame of reference: The writer’s point of view, or bias. Do you think she or he is qualified to write about this subject? Is the book based on personal experience? 4. Thesis: What is the main point here? Why do you think this book was written? Read the preface and the book jacket, if applicable. Give a brief description of the book in terms of its thesis, and give your opinion on how well it is supported. 7 8 EXERCISES IN SPORTSCASTING 5. Evidence: What kinds of arguments does the author use, and how successfully? Do you think the facts are valid? Are the conclusions under- or overstated, and how do they stand up? 6. Contribution to knowledge: What does this book add to both your education and that of others who might read it? Who might like to read this book? 7. Your evaluation of the book: Was it well written? Well organized? Would you read more books by this author? 8. Overall personal reaction: Was reading this book and writing this book report a worthwhile experience for you? Did you discuss this book with anyone? Bibliography on Globalization Allison, Lincoln (2006). The global politics of sport: The role of global institutions in sport. Oxford, UK: Routledge. Amis, John (2005). Global sport sponsorship. Oxford, UK: Berg Publishing. Andrews, David L. (2006). Sport-commerce-culture: Essays on sport in late capitalist America. New York: Peter Lang. Baimer, A. 2001. Sport, nationalism, and globalization: European and North American perspectives. Albany, NY: SUNY. Chandler, Joan M. 1988. Television and national sport: The U. S. and Britain. Urbana, IL: University of Illinois Press. Cronin, Mike and David Mayall (Eds. ) (1998). Sporting nationalisms. Oxford, UK: Taylor & Francis, Inc. Eitzen, D. Stanley (Ed. ) (2004). Sport in contemporary society: An anthology, 7th ed. Boulder, CO: Paradigm Publishers. Foer, Franklin. 2004. How soccer explains the world: An unlikely theory of globalization. New York: Harper Perennial. Gems, Gerald R. (2006). The athletic crusade: Sport and American cultural imperialism. Lincoln: University of Nebraska Press. Houlihan, Barrie. 1994. Sport and international politics. NY: Harvester Wheatsheaf. Ingham, Alan G. and John W. Loy (eds. ) 1993. Sport in social development: Traditions, transitions, and transformations. Champaign, IL: Human Kinetics. Maguire, Joseph. 1999. Global sport: Identities, societies, civilizations. Cambridge, UK: Polity Press. Majumdar, Boria and Fan Hong (Eds. ) (2006). Modern sport the global obsession. Oxford, UK: Routledge. Miller, Toby, Geoffrey Lawrence, Jim McKay, and David Rowe (2001). Globalization and sport: Playing the world. London: Sage. Roche, Maurice (2001). Mega-events and modernity: Olympics and expos in the growth of global culture. London: Routledge. Instructor’s Manual 9 Sandvoss, Cornel. 2003. A game of two halves: Football fandom, television and globalisation. London: Routledge. Szymanski, Stefan and Andrew Zimbalist. (2005). National pastime: How Americans play baseball and the rest of the world plays soccer. Brookings Institution Press. Tomlinson, Alan and Christopher Young (Eds. ) (2006). National identity and global sports events. Albany: State University of New York Press. Van Bottenburg, Maarten and Beverley Jackson (2001). Global games. Champaign, IL: University of Illinois Press. Wenner, Lawrence A. (Ed. ) (1998). MediaSport. New York: Routledge. Westerbeek, Han and Aaron Smith (2003). Sport business in the global marketplace. New York: Palgrave Macmillan. Whannel, Garry (1992). Fields in vision: TV sport and cultural transformation. London: Routledge. Wilson, John. 1994. Playing by the rules: Sport, society, and the state. Detroit, MI: Wayne State UP. Exercise 1. 3: Sportscasting Firsts Lou Schwartz has put together a list of â€Å"Sportscasting Firsts, 1920Present,† available at http://www. americansporscasteronline. com, from American Sportscasters Online. Choose one of these events to research further, and feel free to add more to the list. Sept. 6, 1920 – First Radio Broadcast of a Prizefight -Jack Dempsey versus Billy Miske – WWJ Nov. 25, 1920 – First Radio Play-by-Play Broadcast of a Collegiate Football Game – Texas University versus Mechanical College of Texas – WTAW Aug. 5, 1921 – First Radio Broadcast of a Baseball Game-Pittsburgh Pirates versus Philadelphia Phillies Harold Arlin on KDKA Aug. 6, 1921 – First Radio Broadcast of a Tennis Match – Australia versus Great Britian, Davis Cup – Harold Arlin on KDKA Oct. 5, 1921 – First Radio Broadcast of a World Series- New York Yankees versus New York Giants Sandy Hunt and Tommy Cowan on WJZ Oct. 7, 1922 – First Radio Chain Broadcast- WJZ and WGY transmitted a World Series game from the field Grantland Rice and Graham McNamee 10 EXERCISES IN SPORTSCASTING Nov. 24, 1923 – First Radio Broadcast of the Annual Army Navy football game – Graham McNamee Jan. 1, 1927 – First Coast-to-Coast Radio Program – Univ. of Alabama versus Stanford – originating from Pasadena, California, broadcast from the Rose Bowl – NBC network May 17, 1939 – First Televised Sports Event – Columbia versus Princeton baseball – Bill Stern on NBC Aug. 26, 1939 – First Television Broadcast of a Pro Baseball Game – Cincinnati Reds versus Brooklyn Dodgers Red Barber on W2XBS Oct. 22, 1939 – First Television Broadcast of a Pro Football Game-Brooklyn Dodgers versus Philadelphia Eagles W2XBS Feb. 25, 1940 – First Television Broadcast of a Hockey GameNew York Rangers versus Montreal Canadiens -W2XBS Feb. 28, 1940 – First Televsion Broadcast of a Basketball Game Fordham versus U. of Pittsburgh W2XBS Sept. 30, 1947 – First Televised World Series-New York Yankees versus Brooklyn Dodgers – aired on three stations: WABD, WCBS, WNBT -Bob Edge, Bob Stanton and Bill Slater Oct. 3, 1951 – First Coast-to-Coast Television Broadcast of a Baseball Game-NY Giants versus Brooklyn Dodgers, Game 3 of NL playoffs. Giants win on Bobby Thomson’s homerun known as the â€Å"Shot Heard ’Round the World. † Aug. 26, 1955 – First Color Television broadcast – Davis Cup match between Australia and the U. S. – NBC July 23, 1962 – First Satellite Telecast via Telstar Communications – included portion of Chicago Cubs versus Philadelphia Phillies from Wrigley Field – Jack Brickhouse Jan. 15, 1967 – First Television Broadcast of a Football Championship- Green Bay Packers versus Kansas City Chiefs – Jack Buck Nov. 8, 1972 – First Sports Telecast by HBO – New York Rangers versus Vancouver Canucks from Madison Square Garden reaches HBO’s 365 subscribers in Wilkes Barre, Pa. – Marty Glickman Instructor’s Manual 11 Aug. 16, 1976 – First Pro Football Game Outside the United States- St. Louis Cardinals versus San Diego Chargers in Japan- Jack Buck Aug. 3, 1993 – First Woman to do Television Play-by-Play of a Baseball Game -Colorado Rockies versus Cincinnati Reds Gayle Gardner on KNGN-TV in Denver Exercise 1. 4: Fill in the Blanks 1. The evolution of sportscasting has gone from sports reporting for information to in terms of its profitability. 2. Sportscasting is a $ industry. 3. Television executives and advertisers are primarily interested in sportscasters who can . 4. Super Bowl hype helps draw audiences of (number) viewers with advertising costing $ per minute.at ABC is credited with helping that network become 5. known for its sports, introducing shows like Wide World of Sports in 1967 and Monday Night Football in 1970. 6. Women sportscasters, although few in number, include: , , and . 7. According to Red Barber, was the first genuine pioneer in radio sports announcing. 8. In the 1960s, the annual number of network hours of sports programming was 787; in the 1970s, 1,340; and now it is . in advertising for 9. The major networks sell about $ sports. 10. Leading sportscasters currently earn salaries of -figure incomes. 11. Sporting events created for television, such as celebrity tennis or billiards, The Skins Games, battles of network â€Å"superstars,† and shows like them are called . 12. ABC paid $ for rights to the 1984 Los Angeles Olymfor the 1988 Calgary Olympics, and NBC paid pics, $ $ for the 2006 Torino Olympics and 2008 Beijing Olympics. 13. Americans spend about % of our gross national product (GNP) on sports. 12 EXERCISES IN SPORTSCASTING 14. Sports marketing statistics show corporate sponsorship costs of $ for endorsements from sports figures, and about on event sponsorship and participation. $ 15. My personal favorite sportscaster is: . Answers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Infotainment Multibillion dollar industry Draw and sustain audiences 140+ million viewers, with advertising costing $2 million per thirty seconds Roone Arledge Mary Carillo, Gayle Gardner, Robin Roberts, Lesley Visser, etc. Major J. Andrew White 24/7 ABC $1. 33 billion, CBS $1. 43 billion, NBC $472 million, ESPN $1. 16 billion and ESPN2 $219 million, Fox $1. 18 billion, and TNT $221 million. Seven â€Å"Trashsports† ABC—$225 million 1984; $309 million 1988; NBC—$1. 5 billion for 2006 and 2008 One (1) percent $900 million for endorsements, $7. 7 billion for sponsorships (students’ choice) Chapter 2 The Historical Development of Sports and Sportscasting Exercise 2. 1: Oral Histories on Sports, Sportscasters, and Sportscasting Probably the best way for you to understand and appreciate the history of sports and sportscasting is by talking to people who have experience with the past. Let me suggest that you conduct interviews with two persons—preferably one male and one female, preferably separately, preferably both born before or during World War II about their early memories with sports, sportscasters, and sportscasting. Use your own knowledge about the history, economics, politics, content trends, and sociocultural implications of radio and television in your interviews. Prompt your interviewees to remember some of their favorite early programs, performers, even advertisers. Write up a summary of your findings, including detailed descriptions on when and where the interviews were performed, how long they lasted, whether you tape-recorded responses and/or wrote them down, whether or not those responses are reported verbatim, and overall how you felt about the survey procedure. Also, provide detailed descriptions about the persons you interviewed, especially demographically. This method has proven to be a fascinating way to learn history, and old-timers really enjoy the process. Be sure to thank them for sharing their memories! Exercise 2. 2: Hype in Sports History Often, we might wonder about what is hyped in sports history, and what might be ignored. As a sports scholar, you might consider the 13 14 EXERCISES IN SPORTSCASTING following approach to sports media criticism of television and/or film: 1. Who are the actors in this episode or series, and what roles do they play? 2. Who made the program or movie: production company, producer, director, writer, director of cinematography, and so on? Have I seen other works by these people? Is it pertinent to know and mention them? 3. Do I like this episode or movie? Why? Why not? 4. Have I been fair with this episode or movie after only one viewing, or should I see it a second time to see what I might have missed? 5. What biases might I have toward the episode or movie’s star(s), director, and/or subject matter? 6. Have I been as objective as possible? Have I used examples to support my views? Have I been prejudiced by my attitude toward the episode or movie’s theme or plot? Have I described it accurately? Exercise 2. 3: Sports History Firsts Fill in the blanks. 1. The first successful sports broadcast in the United States: 2. In baseball, this broadcast took place during its 53rd season: . 3. Describe the first World Series sportscast: ________________ __________________________________________________ __________________________________________________ __________________________________________________ 4. Jack Graney, the first ex-athlete to occupy the broadcast booth, became known as: __________________________________. 5. The first Olympic Games broadcast for the American public were: ____________________________________________. 6. Davis Cup, the first tennis match, had reportage on this date: _________________________________________________. 7. The first broadcast of a college football game was: __________. 8. Radio covered the first boxing match between whom: _______. Instructor’s Manual 15 9. The first live sporting event on television was: _____________. 10. Regarding the print media, what was the first sport magazine to debut in the 1820s: __________________________________. 11. The newspaper that had the first distinct sports section: ______. 12. Name the first daily newspaper totally devoted to sports, with regional sections: ___________________________________. 13. HBO’s first regional sportscast: ________________________. 14. ESPN, the first twenty-four-hour all-sports cable network, began: _____________________________________________. 15. Ted Turner’s Goodwill Games first began: ________________. Answers 1. April 11, 1921, when the Pittsburgh Post’s sports editor, Florent Gibson, did the play-by-play over station KDKA, describing the no-decision fight between Johnny Ray and Johnny Dundee at Pittsburgh’s Motor Square Garden. 2. August 5, 1921, broadcast by Harold Arlin—Pittsburgh Pirates defeating the Philadelphia Phillies 8-5. 3. Thomas Cowan, sitting in a New York studio, recreated for the radio audience over stations WJZ and WBZ the 1921 World Series on October 5, as the New York Giants defeated the New York Yankees 5-3. Grantland Rice did the play-by-play. 4. â€Å"The Voice of the Indians,† 1932. 5. 1932 radio reports from Lake Placid for the winter games, Los Angeles for the summer games. Ted Husing provided summaries on WABC in New York. 6. August, 1921 over KDKA. 7. November 5, 1921, with Harold Arlin of KDKA covering Pittsburgh versus West Virginia; he yelled so hard at one touchdown that he knocked the station off the air. 8. Over WJY in 1921, the world heavyweight championship prize fight between Jack Dempsey and George Carpentier of France. 9. The second game of a baseball double-header between Columbia and Princeton, covered by Bill Stern out of New York’s Baker Field on May 17, 1939. 10. William Trotter Porter’s Spirit of the Times. 11. William Randolph Hearst’s New York Journal, 1895. 12. Frank DeFord’s The National, which debuted January, 1990. 16 EXERCISES IN SPORTSCASTING 13. 1972 hockey game between the New York Rangers and Vancouver Canucks. 14. September, 1979. 15. 1986. Exercise 2. 4: Essays 1. Describe the broad trends that best depict qualifications of what makes and have made the best sportscasters over the years. 2. Trace the developments from sports journalism to sports broadcasting. 3. Discuss sportscasters themselves: as sponsors, celebrities/stars, as fans’ favorites, as former athletes (â€Å"jockocracy†), and as newscasters. 4. Outline some of the distinctions of the symbiosis between media and sport. Suggested Essay Answers 1. In the early days, voice was the most distinguishing characteristic. Review the Waldo Abbott 1941 quotation about phraseology, diction, rules, and regulations, and review some early sports journalists. The second phase of sportscasting concentrated more on knowledge of sport, and began the practice known as â€Å"jockocracy. † Currently, it appears that knowledge of television is what is critical. Consider Marty Glickman’s suggestion that succinctness, self-discipline and awareness of the action are the criteria. Still today the demographics of sportscasters remain pretty much within the purview of white males, aged thirty to fifty. It is found that local/regional sportscasters differ greatly from national network ones, the former being more involved personally with the teams. 2. Bruce Garrison shows how sports reporting is becoming more professional—list some examples. We are thought to be in the â€Å"age of realism†Ã¢â‚¬â€what Karmer (1987) calls the double whammy of electronic media and tabloid journalism, such that the rules are being rewritten. Print was revolutionized by the introduction of USA Today— especially graphics, statistics, and wide-ranging sports coverage. But so far no newspaper has caught on; even though The National was well done, sports fans today mostly depend on television and the Internet for their coverage. Television itself has revolutionized sports Instructor’s Manual 17 coverage, from ABC in the 1970s to the introduction of ESPN and other 24/7 sports channels. We have moved from game stories centered on quotes from players and coaches and postgame trips to the locker room to instant messaging and â€Å"reality† monitoring. It becomes sobering to realize how we are moving from being told about sports to choosing what stories we want to follow; in other words, we are increasingly becoming more active in the process. 3. Cite some examples of sportscasters as sponsors, and then consider the issue of how some of them become bigger than the events they are covering. Who are â€Å"homers†? Who are former athletes? Who are newsmakers? Include considerations of race, gender, homophobia, and the like. 4. What is real relative to sportscasting? What differences are there between how reportage is received from print media, radio or television, the Internet, iPods, and other technologies? Discuss various production techniques, such as slo-mo replays, time-lapse shots, telestrators, wireless microphones, cameras attached to items like pucks, and how they might determine how a story is delivered. And consider how editing and videotaping have revolutionized not only what we see but also when and how we see it—remote controls, Tivos, and general zipping and zapping of ads and programs. The potential for great sports viewing, and for learning about new sports and other countries’ sports, is outstanding—but will we settle for the same old/same old? Will we ask more from our sports, and from our sportscasters? Chapter 3 The Economics of Sports, Sportscasters, and Sportscasting Exercise 3. 1: Sports Tourism As one of the fastest-growing niche markets in the more than $500 billion tourism industry, sports tourism encourages us to participate directly, such as on ski trips, at golf or tennis camps, on theme cruises, or as spectators for events such as the Olympic Games, Super Bowl, World Cup, and the like. Tell about your own experience in sports tourism. You might want to refer to some of these books: Brabazon, Tara (2006). Playing on the periphery: Sport, identity and memory. London: Routledge. Gibson, Heather (2006). Sport tourism. New York: Routledge. Higham, James (2004). Sport tourism destinations: Issues, opportunities and analysis. Burlington, MA: Butterworth-Heinemann. Hinch, Thomas and James E. S. Higham (2004). Sport tourism development. Clevedon, UK: Channel View Books. Hudson, Simon (Ed. ) (2002). Sport and adventure tourism. Binghamton, NY: The Haworth Press. Ritchie, Brent W. and Daryl Adair (Eds. ) (2004). Sport tourism: Interrelationships, impacts and issues. Oxon, UK: Multilingual Matters. Robinson, Tom (2004). Sports tourism: An introduction. Boston, MA: Thomson Learning. Robinson, Tom, Sean Gammon, and Ian Jones (2003). Sports tourism: An Introduction. London: Continuum. Rowe, David and Geoffrey Laurence (Eds. ) (2000). Tourism, leisure, sport, and critical perspectives. Cambridge University Press. Ryan, Chris (2003). Recreational tourism: Demand and impacts. Celevedon, UK: Channel View Publications. 19 20 EXERCISES IN SPORTSCASTING Scarrott, Martin (Ed. ) (1999). Sport, leisure and tourism information sources: A guide for researchers. Butterworth-Heinemann. Standeven, Joy and Paul DeKnop (1999). Sport tourism. Champaign, IL: Human Kinetics. Turco, Douglas Michele, Roger S. Riley, Kamilla Swart (2002). Sport tourism. Morgantown, WV: Fitness Information Technology. Van Der Wagen, Lynn (2002). Event management: For tourism, cultural, business, and sporting events. Prentice-Hall. Weed, Mike and Chris Bull (2003). Sports tourism: Participants, policy and providers. Burlington, MA: Butterworth-Heinemann. Exercise 3. 2: The Economics of Sports (book review) From the bibliography, choose a book and critique it, including the following information: 1. The book: full name of the title, author(s) name, when and where published and by whom, number of pages and illustrations. 2. Author(s): who she or he is—profession, background, experience, and other publications. 3. Frame of reference: the writer’s point of view, or bias. Do you think he or she is qualified to write about this subject? Is the book based on personal experience? 4. Thesis: what is the main point here? Why do you think this book was written? Read the preface and the book jacket, if applicable. Give a brief description of the book in terms of its thesis, and give your opinion on how well it is supported. 5. Evidence: what kinds of arguments does the author use, and how successfully? Do you think the facts are valid? Are the conclusions under- or overstated, and how do they stand up? 6. Contribution to knowledge: what does this book add to both your education and that of others who might read it? Who might like to read this book? 7. Your evaluation of the book: was it well written? Well organized? Would you read more books by this author? 8. Overall personal reaction: was reading this book and writing this book report a worthwhile experience for you? Did you discuss this book with anyone? Instructor’s Manual. Bibliography on General Sports Economics 21 Andrews, David L. (Ed. ) (2001). Michael Jordon, Inc: Corporate sport, media culture, and late modern America. Albany: State University of NY Press. Andrews, David L. (2006). Sport-commerce-culture: Essays on sport in late capitalist America. New York: Peter Lang. Aris, Stephen (1990). Sportsbiz: Inside the sports business. London: Hutchinson. Fizel, John, Elizabeth Gustafson, and Lawrence Hadley (Eds. ) (1999). Sports economics: Current research. Westport, CT: Praeger. Goff, Brian L. and Robert D. Tollison (eds. ) (1990). Sportometrics. College Station, TX: Texas A&M UP. Gorman, Jerry and Kirk Calhoun (1994). The name of the game: The business of sports. NY: John Wiley & Sons. Graham, Peter J. (Ed. ) (1994). Sport business: Operational and theoretical aspects. Madison, WI: WCB Brown & Benchmark. Hofmann, Dale and Martin J. Greenberg (1989). Sports$biz: An irreverent look at Big Business in pro sports. Champaign, IL: Human Kinetics. Klatell, David A. and Norman Marcus (1988). Sports for sale: Television, money, and the fans. New York: Oxford. Rosentraub, Mark S. (1997). Major League losers: The real cost of sports and who’s paying for it. New York: Basic Books. Sheehan, Richard G.( 1996). Keeping score: The economics of Big-Time sports. South Bend, IN: Diamond Communication. Staudohar, Paul D. and James A. Mangan (Eds. ) (1991). The business of professional sports. Urbana, IL: University of Illinois Press. Walsh, Adrian (2006). Ethics, money & sport: This sporting mammon. New York: Routledge. Weiss, Ann E. (1993). Money games: The business of sports. Boston, MA: Houghton Mifflin. Bibliography on Law/Legal Issues Berry, Robert C. and Glenn M. Wong (1993). Law and business of the sports industries: Common issues in amateur and professional sports. Westport, CT: Praeger. Champion, Walter T. , Jr.(1993). Sports law in a nutshell. St. Paul, MN: West Pub. Cotton, Doyice J. and T. Jesse Wilde (1997). Sport law for sport managers. Dubuque, Iowa: Kendall/Hunt. Cozzillio, Michael J. and Mark S. Levinstein (1997). Sports law: Cases and materials. Durham, NC: Carolina Academic Press. Dougherty, Neil J. (1994). Sport, physical activity, and the law. Champaign, IL: Human Kinetics. Fotiades, John M. (1989). You’re the judge: How to understand sports, torts & courts. Worcester, MA: Edgeworth and North Books. 22 EXERCISES IN SPORTSCASTING Greenberg, Martin J. (1993). Sports law practice. Charlottesville, VA: Michie Co. Greenfield, Steve and Guy Osborn (Eds. ) (2000). Law and sport in Contemporary society. London: Frank Cass. Hladczuk, John (Comp. ) (1991). Sports law and legislation: An annotated bibliography. New York: Greenwood Press. Jarvis, Robert M. and Phyllis Coleman (1999). Sports law: Cases and materials. St. Paul, MN: West Group. Jones, Michael E. (1999). Sports law. Upper Saddle River, NJ: Prentice-Hall. Lowe, Stephen R. (1995). The kid on the sandlot: Congress and professional sports, 1910-1922. Bowling Green, OH: Bowling Green State University Popular Press. O’Leary, John (Ed. ) (2001). Drugs and doping in sport: Socio-legal perspectives. London: Cavendish. Quirk, Charles (Ed. ) (1996). Sports and the law: Major legal cases. New York: Garland. Shropshire, Kenneth L. (1990). Agents of opportunity: Sports agents and corruption in collegiate sports. Philadelphia, PA: University of Pennsylvania Press. Tokarz, Karen (1986). Women, sports, and the law: A comprehensive research guide to sex discrimination in sports. Buffalo, NY: W. S. Hein. Weiler, Paul C. (2000). Leveling the playing field: How the law can makes Sports better for the fans. Cambridge, MA: Harvard UP. Weiler, Paul C. and Gary R. Roberts (1993). Cases, materials and problems on sports and the law. St. Paul, MN: West Pub. Wong, Glenn M. (1994). Essentials of amateur sports law. Westport, CT: Praeger. Wong, Glenn M. and T. Jesse Wilde (1994). The sport lawyer’s guide to legal periodicals: An annotated bibliography. Buffalo, NY: W. S. Hein. Yasser, Raymond L. (1985) Torts and sports: Legal liability in professional and amateur athletics. Westport, CT: Quorum Books. Yasser, Ray, James R. McCurdy, and C. Peter Goplerud (1990). Sports law: Cases and materials. Cincinnati, OH: Anderson. Bibliography on Sports Marketing/Management Brooks, Christine M. (1994). Sports marketing: Competitive business strategies for sports. Englewood Cliffs, NJ: Prentice Hall. Cuneen, Jacquelyn and M. Joy Sidwell (1994). Sport management Field experiences. Morgantown, WV: Fitness Information Technology. DeSensi, Joy T. and Danny Rosenberg (1996). Ethics in sports management. Morgantown, WV: Fitness Information Technology. Graham, Stedman, Joe Jeff Goldblatt, and Lisa Delphy Neirotti (2001). The ultimate guide to sports marketing. New York: McGraw-Hill. Howard, Dennis R. and John L. Crampton (1995). Financing sport. Morgantown, WV: Fitness Information Technology. Jones, Ian (2003). Research methods for sports studies. New York: Routledge. Instructor’s Manual 23 Masteralexis, Lida Pike, Carol A. Barr, and Mary A. Hums (Eds. ) (2004). Principles and practices of sports management. 2nd ed. Gaithersburg, MD: Aspen. McDonald, Mark A. and George R. Milne (1999). Cases in sports marketing. Sudbury, MA: Jones and Bartlett. Miller, Lorik (1997). Sport business management. Gaithersburg, MD: Aspen. Milne, George R. and Mark A. McDonald (1999). Sports management: Managing the exchange process. Sudbury, MA: Jones and Bartlett. Mullin, Bernard J. , Stephen Hardy, and William A. Sutton (1993). Sport marketing. Champaign, IL: Human Kinetics.

Marketing Strategy Panadol

Did you know? ? Some people feel more pain than others. The reason is probably perception. The brain works by association. ? Ibuprofen is analgesic and anti-inflammatory but Paracetamol is just analgesic. ? The ‘dol’ in Panadol is derived from the Latin word ‘dolor’, meaning pain 3 Content ? Objectives ? Panadol Background ? Target Market ? Current Marketing Strategies ? 4 P’s ? Analysis ? Options ? Conclusions ? Next Step 4 Objectives ? Analyse the current marketing strategies of Panadol ? Recommend new strategies for Panadol 5 6 Panadol’s History 1956 Launched Australian market as a prescription edicine 1970 1980 Panadol is marketed for Panadol is first time in the introduced to consumers just Supermarkets. in Pharmacies 1998 2007 New packaging Panadol rapid was introduced was launched 7 Panadol ? It is the most widely available pain reliever in the world, and leader in many. ? It competes in the analgesic market, with generics products and r egistered brands. ? All Australian Panadol products are manufactured in Sydney. 8 9 Target Market ? Panadol has segmented the market into adults and children? s presentations. ? Panadol Children’s: Parents ? Panadol Tab/ Caps : Australians 18+. Panadol Rapid : Younger female. 10 11 Panadol ? It is the most trusted brand of pain reliever in Australia. ? Panadol is a paracetamol, analgesic , effective temporary relief of any kind of pain. = ? It has led the innovation in pain relief, introducing different forms and presentations: tablets, caplets, capsules, suppositories, among others. ? Also Panadol has included line extensions in different markets: Cold & Flu, Osteo and Children’s market. 12 Packaging ? 2 blister package ? Safety seal system ? Friendly design and homogeneous. ? Relevant information for the patient. Introduced the last market leading innovation in design. Panadol Rapid 13 Price Product Price in Price per Price in Pharmacies tablet S/markets Price per ta blet Panadol Tablets 24 2,99 0,12 2,99 0,12 Herron Capsules 24 2,99 0,12 2,56 0,11 Herron Bottle Tab 60 4,69 0,08 Panadol Tablets 50 5,69 0,11 Panadol Tablets 100 8,99 0,09 ? Psychological Pricing tactic. ? Cheaper prices per larger quantities. 14 Distribution 2007 69% 22% 7% 1% 2006 69% 22% 7% 1% 0% 20% 40% Pharmacies / drugstores Convenience Stores 60% 80% 100% Supermarkets / hypermarkets Independent Retailers ? Intensive Distribution Pharmacies are the main distribution channel 15 Position on shelf P. Rapid Panadol Children Panadol Line 1 Panadol Panadol Back & Pain Line 2 Panadol Line 3 Nurofen Line 4 Nurofen Line 5 Paracetamol Coles Ibuprofen Coles Herron other products Advil Line 6 Line 7 Line 8 Line 9 ? Panadol has 43% of the Analgesic shelf. It is located in lines 1,2 and 3. 16 Advertising ? Glaxo is No. 1 in the top 10 of advertiser’s pharmaceuticals companies in Australia ? Glaxo invested $25. 8 million during 2008, with 15 million supporting Panadol, across all me dia. ? Glaxo uses all means of communication to marketPanadol, emphasising the key factors of speed and effectiveness, including its suitability for all ages 17 TV ? Panadol’s target market covers a big portion of the Population, with TV being ideal to reach a wide geographic coverage. ? Panadol has been on TV all year, it is the biggest portion in its budget. ? Panadol commercials try to make an emotional link with the consumer and uses positives reinforcement. 18 Magazines ? This year Panadol has advertised in publications such as Cosmopolitan and NW, the 2 lifestyle magazines most read in Australia. ? Magazines are good strategy for targets that share the ame interest. ? They are also a good alternative for reaching specialized targets such as physicians and pediatricians. 19 Outdoor ? Panadol is using effectively this media, reaching a large percentage of the population with a low cost per exposure ratio. ? Panadol is using this media in different forms such as Buses, Met rolites and Buses stops. 20 Internet ? The Panadol brand does not have a website on the Internet. ? In these sites there isn’t any information related to the other ranges of Panadol, or links to other Panadol sites. 21 22 Analysis †¢Panadol is in the top 10 of the Australian most trusted brands in 2009 It has a long-standing reputation of quality and realibity. †¢Panadol was ranked N. 1 in analgesic market during 2007, but was ranked N. 2 in 2008, proceeded by Neurofen, which is growing faster Analgesic Market Sales Var 0% Var 5% Sales +(000. 000) 60 40 20 Glaxo S. Reckitt B. 2006 2007 Which are the others 23 Analysis ? Panadol has implemented good marketing strategies, achievieng good Top of Mind and maintining sales level. ? It should implement Alternatives and original strategies, in order to recover its leadership. 24 25 First Aid Kit †¢It is indispensable at home †¢Increase brand presence Strategic Alliance with other products or companies †¢Any kind of promotional material. E. g. Frigde frames 26 Internet †¢It is the media, which is going to experience the most growth (10,4%) in coming years †¢It is the second most important media in Australian population. Time spent with media Average Hours per week 60 50 3 2 3 11 12 14 17 13 12 18 20 21 18-24 25-34 35-49 40 30 20 10 0 TV Internet Radio Newspapers Magazines 27 It is my choice! †¢Implement a friendly and effective website †¢Most important to interact with the customers. †¢Special contest â€Å"What have been the best choice in their lives? †. 28Environmentally friendly †¢People more concerned about the enviroment and problems in the future †¢Panadol can contribute with 2 main things: †¢Including a recycable logo in the package †¢Eliminating the plastic protection cover 29 Two more options ? Multi-branding strategy Take advantage of the high brand investment Create an identity for Panadol Brand such as: â€Å" Trusfully P anadol or Gentle with your stomach† ? Raising consumer awarness throughout pharmacies Main distribution channel (69% of sales) Implement a strong promotional campaign Train pharmacists 30 Conclusions ? Panadol is an excellent brand, that still maintain a ood top of mind in the Australian consumers. ? The implemented strategies are being effective, however is losing market share ? It is recommendable to implement alternatives strategies, as the ones suggested in this presentation. 31 Next Step.. ? Check which of the 5 strategies are chosen to be implemented. (Next meeting, 30/09/09) ? Check with financial department the cost of this strategies. ? Check the promotional budget for 2010, and include this value. 32 â€Å"Innovation distinguishes between a leader and a follower. † Steve Jobs quotes (American Entrepreneur Apple co-Founder, b. 1955) 33