Soundtrack to a Schizophrenic Mind :: Psychology Loneliness Essays

Soundtrack to a Schizophrenic Mind "The only people for me are the mad ones, the ones who are mad to live, mad to talk, mad to be saved, desirous of everything at the same time, the ones who never yawn or say a commonplace thing, but burn, burn, burn, like fabulous yellow roman candles exploding like spiders across the sky." ~Jack Kerouac On the Road Track 1: Ryan Adams>> "Back beat the word is on the street that the fire in your heart is out..." Next door and two flights up an unknown woman sings scales, melancholic and operatic, ghostlike, she vocalizes the sorrows that haunt me. Music has always been my salvation. A feeling rolls in, filling the empty vibration of my atmosphere. Rain, softly at first, then steadily. The universe weeps. It feels like God mocks me, showing off by crying when I can't. In retrospect, maybe he was empathizing, like a parent leading by example, gently nudging me to follow suit. But presently, I am bitter, completely incapable of seeing optimistically. Perception is inseparable from state of mind. There is a huge difference between being alone and feeling lonely. The former is bearable, even enjoyable, when a person is actually physically alone. The latter, being surrounded by the people who care, yet separated by an invisible distance, a magnetic charge of pride and insecurity, repelling love despite closeness of its proximity and the friendliest of intentions, tortures the soul. In Thailand, halfway across the world, I missed the people I love, but in a happy nostalgic way. Alone yet never lonely. Home again, I see them every day, smile at them, converse with them, yet cannot connect psychically. There is no heart in my friendships here. Surrounded by the people I once missed, I feel only empty. 58 moonstones arranged on links of tarnished silver wrap loosely around my bony fingers. I am not catholic, or even Christian, but on this night I slide my fingertips over the smooth rosary beads. Drowning. Sometimes it is just so painful to be alive. Screams, trapped with the tears somewhere inside, build a dam of hopelessness and frustration to protect society from the unsightly emotions: anger, sadness, grief. Freud called it melancholy: loss unmourned. Modern society calls it depression, apparently a phenomenon common amongst students returning from extended travels in "developing" countries. "You'll readjust in a month or so", they consoled me.

ESPN

Company Culture and Environment When employees arrive to work at their Bristol, Connecticut Headquarters, they are greeted only by a small, unassuming sign that says, â€Å"Welcome to ESPN. † In a calculated and understated way, this sign is representative of the culture that pervades throughout the organization. Simply stated, ESPN, the company is about the fans and the sports, not ESPN. This statement offers a preview of sorts to a culture at ESPN that truly goes the extra mile in emphasizing customer satisfaction by offering its programming thru state-of the art program offerings thru multiple channels.A brand promise sums up the essence and meaning of a brand and how the brand connects to its consumers. ESPN’s promise of delivering â€Å"Sports, with Authority and Personality,† clearly outlines what they do, how they do it and what differentiates them from their competition. With respect to Sports, ESPN connects to its fans through many platforms, including m ultiple television and radio programs, internet applications including television online, restaurants, and numerous mobile applications.In doing so ESPN strives to consistently deliver unmatched quality that is strengthened by leadership and innovation. As an Authority in sports programming, ESPN emphasizes integrity, authenticity and expertise that is unparalleled in the industry. Regarding Personality, ESPN emphasizes throughout its organization, the effective use of humor, passion and community by expressing their affinity for its fans regardless of origin.While the brand promise of ESPN is certainly evident throughout all of its programming through all of its delivery channels, it is its hiring practices that appear to give the most obvious credence to the company living up to this promise. From its inception ESPN maintained a policy of hiring employees that were/are first and foremost sports fanatics. ESPN saw sees this as a critical factor in having its employees display the l evel of enthusiasm and knowledge that it wanted to promote and display its brand promise.They also see this as an equalizer of sorts whereby everyone who views ESPN, regardless of race, color education could relate with one another. Anthony Smith, a management consultant who has worked with ESPN for over 20 years and author of ESPN; The Company, sums up the environment and culture at ESPN best when he wrote; â€Å"I can think of few other companies that do as good a job of creating an atmosphere of fun and excitement for its people and its customers – maybe Southwest Airlines in the airline industry, Starbucks in the consumer goods space, or Apple and Google in high-tech.But it’s hard to surpass ESPN. † (Smith, P. xxiii, ESPN; The Company. ) This information, combined with information gathered through direct conversations with ESPN Marketing employees would strongly indicate that ESPN has done an outstanding job of entrenching its brand promise both internally a mongst its work-force and externally through its broadly scoped programming. From an internal branding perspective ESPN appears to have achieved what all companies strive for; to entrench its vision and culture that pervades throughout everything it does. Espn COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire.Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off manage ment style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward.His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week.But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here†™s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports.Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program.And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving.And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately beg an carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportunities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leadin g sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content.Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL.By providing ESPN content via a branded ESPN video player in AOLâ₠¬â„¢s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out.ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere , and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the future as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors & Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airport s and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank.It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dic k’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio.However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable oper ators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? How does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertis ing Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com. Espn COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire.Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off manage ment style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward.His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week.But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here†™s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports.Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program.And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving.And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately beg an carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportunities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leadin g sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content.Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL.By providing ESPN content via a branded ESPN video player in AOLâ₠¬â„¢s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out.ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere , and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the future as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors & Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airport s and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank.It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dic k’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio.However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable oper ators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? How does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertis ing Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com.

A Raisin In The Sun A Dream Deferred Essay - 1609 Words

â€Å"What happens to a dream deferred?† (Hughes l. 1) Langston Hughes asks in his 1959 poem â€Å"Dream Deferred.† He suggests that it might â€Å"dry up like a raisin in the sun† (Hughes ll. 2-3) or â€Å"stink like rotten meat† (Hughes l. 6); however, at the end of the poem, Hughes offers another alternative by asking, â€Å"Or does it explode?† (Hughes l. 11) This is the view Lorraine Hansberry supports in her 1959 play A Raisin in the Sun, in witch she examines an African-American’s family’s struggle to break out of the poverty that is preventing them from achieving some sort of financial stability, or the American Dream. It focuses on Walter’s attempt in â€Å"making it,† or â€Å"being somebody.† She also analyzes how race, prejudice, and economic insecurity†¦show more content†¦that ain’t anything at all. Mama, I dont know if I can make you understand† (73). Walter is not able to provi de for his family by American standards, and as a result, his family lives in poverty. The predicament that Walter finds him-self in motivates him to want to invest in a liquor store in order to grasp some type of financial freedom. He doesn’t just want to have enough money to provide for his family, but he tells his mother, â€Å"I want so many things† (74). He is obsessed with earning a lot of money. At the beginning of the play Walter is waiting for Mamas check from the insurance company as if it was his own, and Beneathea has to remind Walter that, â€Å"that money belongs to Mama, Walter and if is for her to decide how she wants to spend it† (36). Here we see how he is searching for his identity with money. Much of Walter’s dialog is about making money or who has money. When his wife Ruth mentions that his friend Willy Harris is a good for nothing loud mouth, Walter retorts; â€Å"...And what do know about good for nothing loud mouth? Charlie Atkins was just a good-for-nothing loud mouth too, wasn’t he! He wanted me to go in the dry-cleaning business with him, and now he’s grossing a hundred thousand a year. A hundred thousand dollars a year! You still call him a loud mouth!† (32) The idea of making a hundred thousand dollars is what he had most on his mind, and to Walter the liquor store is how he will achieve that. The liquor store represents anShow MoreRelated Raisin in the Sun Essay: A Dream Deferred1327 Words   |  6 PagesDream Deferred in A Raisin in the Sun  Ã‚     Ã‚   What happens to a dream deferred? (l. 1) Langston Hughes asks in his 1959 poem Dream Deferred. He suggests that it might dry up like a raisin in the sun (ll. 2-3) or stink like rotten meat (l. 6); however, at the end of the poem, Hughes offers another alternative by asking, Or does it explode? (l. 11). This is the view Lorraine Hansberry supports in her 1959 play A Raisin in the Sun. The drama opens with Walter reading, Set off anotherRead MoreEssay on Dream Deferred in A Raisin in the Sun1050 Words   |  5 PagesWhat Happens to a Dream Deferred? Does it dry up like a raisin in the sun? Or fester like a sore– And then run? (Langston Hughes). It is important to never lose sight of one’s dream. Dreams are what keep people moving in life, but if they are ignored, they may morph and lose their prevailing form. This is evident in Lorraine Hansberry’s A Raisin in the Sun, as Walter’s, Beneatha’s, and Mama’s dreams become delayed, distorted, and blurred. Walter has long dreamed of making his family’sRead More A Raisin in the Sun Essay: Importance of Deferred Dreams734 Words   |  3 PagesImportance of Deferred Dreams in A Raisin in the Sun      Ã‚   A dream is a hope, a wish, and an aspiration. Young people have dreams about what they want to be when they grow up. Parents have dreams for their childrens future. Not all of these dreams come true at the desired moment - these dreams are postponed or deferred. A deferred dream is put on the back burner of life(Jemie 219), and it matures to its full potential, and is waiting when you are ready to pursue it(Jemie 219). It isRead More A Comparison of the Dream Deferred in A Raisin in the Sun and Harlem1407 Words   |  6 PagesA Dream Deferred in A Raisin in the Sun and Harlem In Lorraine Hansberrys play A Raisin in the Sun, the author reveals a hard-working, honest African-American family struggling to make their dreams come true. Langston Hughes poem, Harlem, illustrates what could happen if those dreams never came to fruition. Together, both Hansberry and Hughes show the effects on human beings when a long-awaited dream is thwarted by economic and social hardships. Each of the characters in A RaisinRead MoreDreams Deferred in Lorraine Hansberrys A Raisin in the Sun736 Words   |  3 PagesHansberry’s classic play, A Raisin in the Sun, culls its title from the infamous poem â€Å"Dream Deferred† by Langston Hughes, and both works discuss what happens to a person when their dreams -- their hopes, their aspirations, their lives -- are endlessly put on hold. For this analysis of the dreams and character of Beneatha Younger in Raisin, I would like to pull on another dreamy poem of Langston Hughes’ entitled â€Å"Dream Boogie.† Like all the characters in the play, Beneatha has dreams that are dear to herRead MoreEssay on Dreams Deferred in Lorraine Hansberrys A Raisin in the Sun915 Words   |  4 Pages  Ã‚  Ã‚  Ã‚  Ã‚  Lorraine Hansberry, the author of A Raisin in the Sun, supports the theme of her play from a montage of, A Dream Deferred, by Langston Hughes. Hughes asks, â€Å"What happens to a dream deferred?† He suggests many alternatives to answering the question. That it might â€Å"dry up like a raisin in the sun,† or â€Å"fester like a sore.† Yet the play maybe more closely related to Hughes final question of the poem, â€Å"Or does it explode?† The play is full of bombs that are explosions of emotion set off by the frustrationRead MoreAnalysis of Harlem (A Dream Deferred) and A Raisin in the Sun855 Words   |  4 PagesIn Langston Hughes’ poem, the author gives us vivid examples of how dreams get lost in the weariness of everyday life. The author uses words like dry, fester, rot, and stink, to give us a picture of how something that was originally intended for good, could end up in defeat. Throughout the play, I was able to feel how each character seemed to have their dreams that fell apart as the story went on. I believe the central theme of the play has everything to do with the pain each character goes thruRead MoreWhat Does You Dream Deferred? Lorraine Hansberry s Play, A Raisin And The Sun ``942 Words   |  4 PagesWhat Happens to Dreams Deferred? Lorraine Hansberry’s play, A Raisin in the Sun, addresses the hardships of an African-American family living in the projects of post-segregation Chicago. The family aspires to fulfill their dreams of owning a home despite the odds they face. W.E.B Du Bois critical race theory explains the issue of racism and white dominance that not only the family in the play faces, but the African American community as a whole. American society only allows for African AmericansRead MoreAnalysis of Dream Deferred by Langston Hughes Essay617 Words   |  3 PagesDream Deferred A dream is a goal in life, not just dreams experienced during sleep. Most people use their dreams as a way of setting future goals for themselves. Dreams can help to assist people in getting further in life because it becomes a personal accomplishment. Langston Hughess poem Dream Deferred is speaks about what happens to dreams when they are put on hold. The poem leaves it up to the reader to decide what dream is being questioned. In the opening of the poem the speaker usesRead MoreLorraine Hansberrys A Raisin in the Sun1260 Words   |  6 Pagesinevitable, people still dream of catching a mirage. There is a fine line that separates those who are oblivious to this fact, and to those who are aware and accept this knowledge. The people who are oblivious represent those who are ignorant of the fact that their dream will be deferred. This denial is the core of the concept used in A Raisin in the Sun by Lorraine Hansberry. The perception of the American Dream is one that is highly subjective, but every individual dream ends in its own deferment

Definition of Enediol in Chemistry

An enediol is an alkene  enol with a hydroxyl group attached to both carbon atoms of the carbon double bond.   An example: Catechol is an enediol. Two of the hydroxyl groups are attached to one of the carbon double bonds in the benzene  ring.

Nestle s Corporate Social Responsibility Essay - 1190 Words

Nestle corporate social responsibility Introduction: - Nestle was established by Henri in 1866 and its central command are in a city called Vevey arranged in Switzerland. As it’s a multinational company it spread worldwide in numerous nations like India, South Africa and so on. Under the mission of great sustenance, great life they are giving extensive variety of nourishment items with the best tasting and brimming with nourishment. The 149 years opportunity of foundation itself uncovers the reasonableness, genuineness and long haul thinking. Every year nestle makes a few genuine strides as far as corporate social responsibility. As to maintain in corporate society each venture needs to make moves to enhance the general public ,whether regarding vocation ,new items changes in strategies ,administration survey and others writes of things. So as the indoor and outside environment ought not be influenced. Socially responsible investments As we discuss socially mindful interests as far as Meir stat man. He expresses that budgetary counsel takes it in the initially meeting. Also all the consultants transform into customers when they leave or never seen again. They conclusions exceptional interests in nature and worry about other ecological issues like worldwide warming, employees profits etc. They expressed that principle ranges of counsels is to augment the abundance of their customers by selecting speculations with the privilege blend ofShow MoreRelatedExecutive Report : Nestle Case Study1494 Words   |  6 PagesThe below is the case study report of Nestle company. In order to present this report, the above table of contents will be followed one after the other starting with the introduction to Nestle. 1.Introduction to Nestle. Nestle is the biggest food and beverage company established in 1866 by Mr Henri Nestle. It has its headquarters in Vevy, Switzerland but operates in Europe, America, Asia and Africa with 281,000 employees. Nestle is known for its milk based products, Ice cream, prepared dishesRead MoreNestlà © Company Management and Principles Essay1416 Words   |  6 Pagesdepends on the company ´s strategy and objectives. Organisational structure has a hierarchical nature. It is the specification of lines of authority and main tasks of an organization and it ´s subjects. The structure provides an information about the main responsibilities and roles assigned to the particular elements of the organisation. (Organizational structure, n.d., â€Å"Definition† section, para 1- 2) Chairman Peter Brabeck-Letmathe, who formerly held the function of Nestlà © chief executive officerRead MoreA Report On Nestle International Corporation Essay1745 Words   |  7 Pages Name- Bhupinder Kaur Abstract- In this report NESTLE international corporation will be a subjected of depth analysis. Main part of this report will be based on explaining with the Corporate Social Report of Nestle and the aim will be highlighting main issues considered by the company. Introduction- Nestle is a Swiss company, established in 1905 and providing wide range of food and beverage categories and eating occasions. The company have more than 2000 brands worldwideRead MoreWhy Corporate Social Matters : Nestle And Anglo Swiss Milk Company Essay1563 Words   |  7 PagesWHY CORPORATE SOCIAL RESPONSIBITY MATTERS STUDENT ID : I145018 BATCH NO. : DB7314 SUBMITTED TO : STUART MCNAB SUBMITTED BY : VAMSIDHAR REDDY KOTHINTI INTRODUCTION: For a business company like Nestle the important thing is understanding their successful work among the other companies and competitors in present market. Nestle was founded in 1867 by a German pharmacistRead MoreThe Shift Of Corporate Thinking : Roots And Development Of Shared Value Perspective1233 Words   |  5 Pages3.1 The shifts in corporate thinking: roots and development of shared value perspective Whilst philanthropy initiatives have existed since the Eightieth century, its spread and consolidation as a corporate practice gained relevance after the Great Depression and the World War II (Hall, 2006). The distinctive feature of philanthropy is its emphasis in charity and the underlying idea that social and environmental problems are not a direct responsibility of firms, but of the state and public sectorRead MoreSocial Responsibility And Corporate Responsibility1165 Words   |  5 PagesSocial responsibility should be important to businesses because it shows consumers and the media that the company takes a serious interest in doing what is right. These issues may be spread locally, nationally, or globally and could impact the health and wellness of customers and employees. Implementing a good social responsibility policy can impact buying decisions for consumers wanting to make purchases from an ethical company. Building a trustworthy reputation takes time, and effort, and i sRead MoreMarketing and Nestle Essay1604 Words   |  7 PagesThe paracrisis: The challenges created by publicly managing crisis prevention A Case Analysis Communication is faster than ever due to the advent of the Internet and social media which are venues for forum, interaction and information/issue dissemination, Today, nearly half a billion people around the world utilize the Internet. In the United States alone, about 155 million Americans access the Internet at home, with some citizens accessing the Internet only at work. Internet use by consumersRead MoreEthics, Corporate Social Responsibility And Fiduciary Responsibilities Essay1695 Words   |  7 Pagesto go the right direction. The definition of business ethics is the study of proper business policies and practices regarding potentially controversial issues. These issues include the global codes of ethics, corporate governance, corporate social responsibility and fiduciary responsibilities. Adopting business ethics is a critical aspect in a business organization. A business owner or employees will encounter people questioning the business practices the leaders run. This is critical for the businessRead MoreCase Study On Corporate Social Responsibility Essay2367 Words   |  10 Pages Corporate Social Responsibility (BU041A1) Case Study on Nestle– Assignment 1 Faculty – Stuart McNab Individual Assignment Submitted by Pavan Tirumalasetti Diploma in Business – Level 7 Student ID – i133442 â€Æ' Table of Contents Introduction: 1 Corporate Social Responsibility (CSR): 2 International multilateral organizations: 3 Monitoring and change the behavior of corporations: 3 Sustainable development and support of corporations: 3 Nestle corporate governance and business ethics: 4 Nestlà ©Read MoreRegulation Of Financial Institutes : Financial Institutions1344 Words   |  6 Pagesmoney-market mutual funds (MMMF). These institutes have many good effects on the cooperative world. In today s global world the main thing is corporate social responsibility (CSR) is improving public demand for greater transparency from multinational companies as well as the role of financial institutes. CSR is a new and growing financial risk factor. If it is mismanaged then a firm s corporate reputation can be damaged and a direct negative impact on its business and as a result the bottom-line may

Problems with Obama care free essay sample

Obama Care offers a number of protections and benefits to all Americans. Along with the 10 essential health benefits authorized by Obama Care, additional benefits range from slowly taking away pre-existing conditions to expanding health services. However, there are multiple problems with ObamaCare that Americans can’t stop talking about. Although Obama Care allows tens of millions of uninsured Americans get access to affordable health insurance, it also means there will be new taxes. Most of the new taxes are on individuals making over $200,000 and families making over $250,000, large businesses with over 50 full-time equivalent employees making over $250,000, and industries that profit from healthcare. Some major complaints from Americans is that the taxes are unfair to the young middle class, according to the Matthew Fleischer of the Los Angeles Times. â€Å"Most young, middle-class Americans I know are happy that millions of previously uninsured people will receive free or heavily subsidized insurance under the Affordable Care Act. We just didn’t realize that we’d be the ones paying for it,† Fleischer said in the article. Another issue with ObamaCare is maternity care. The Affordable Care Act mandates that all plans cover women having babies. Plenty of reviewers have since argued its unfair to make insurers cover maternity care. Lori Gottlieb from The New York Times said, The idea that they think that 50-year-olds should have maternity care is very concerning to me. According the article on The Atlantic, Harvard economist Greg Mankiw stated, Having children is more a choice than a random act of nature. People who drive a new Porsche pay more for car insurance than those who drive an old Chevy. Why isnt having children viewed in the same way? Americans are also having problems with the ObamaCare website according to CNN. com. Tami Luhby stated that Americans are having a tough time signing onto the Obamacare websites, even three weeks after the exchanges opened. Many are not happy with what they are discovering once they manage to get in. One of the major complaints of Obamacare includes the trouble getting onto the healthcare. gov. Healthcare. gov is the federal exchange that’s handling enrollment for 36 states. While others are stuck waiting on the â€Å"load† screen, others just simply get an â€Å"error† message. The federal and state exchanges are both working to fix the problems. â€Å"We are seeing progress: wait times to begin the online process have been virtually eliminated, and more consumers are creating accounts, completing applications and ultimately enrolling in coverage,† spokeswoman for the Federal Department of Health and Human services Joanne Peters stated. People have until December 15 to sign up for coverage that begins January 1, so hopefully all the bugs will be fixed before then. Another major complaint of Obamacare is people claiming that their information is not right. Some insurers are saying the applications they are getting from the exchanges are riddled with errors. Some contain duplicates with the same person signing up for different plans, and others are missing full names or numbers. Insurers are forced to contact the applicants to verify the information. As of now, there are only a small number of enrollees according to Allan Einboden, the insurer’s chief executive, but he has concerns of what will come when the flow picks up. â€Å"We’re glad we haven’t had tremendous volume because we wouldn’t have wanted to handle all that manually,† Einboden said. Administration declares they are working with insurers to address problems as they come up. An additional issue that is questioned by Americans looking into Obamacare is why it is called the â€Å"Affordable† Care Act. Because the Obamacare plans are more comprehensive, premium prices are soaring. One North Carolina woman said, â€Å"Obamacare is a nightmare for my family,† after she learned her current $267 plan was being canceled. The cheapest option for her family was $750 a month. Also, several people with employer-sponsored insurance are claiming their premiums are going up for 2014, which they blame on Obamacare. Companies are also changing their plans because of it. Health reform is contributing to higher premiums and plan changes. But Obamacare, which is imposing new fees on companies and insurers starting in 2014, is not the driving factor, experts say. Health care costs are rising because the economy is improving so people are going to the doctor more. Americans all over the nation are suffering and have been for the past 5 years. Although, ObamaCare didn’t cause the recession, people are saying it is not helping. After Yolanda Vestel, an average American, sent Obama a letter with her concerns with ObamaCare, it quickly went viral on a popular social network. In the letter Yolanda said, â€Å"I have a lot of concerns about the new â€Å"Obamacare† along with the taxes being forced on us Americans and debts you are adding to our country. † Yolanda then went on with a series of questions which included, â€Å"Have you ever sat and watched your children eat and you eat what was left on their plates when they were done, because there wasn’t enough for you to eat to? I have. † Yolanda then ended her letter with, â€Å"So thank you Mr. President, thank you for pushing those of us that are barely staying afloat completely under water and driving America into the ground. † Americans all over the nation are going through what Yolanda is going through, which is sad. Hopefully the flaws of ObamaCare can be fixed and people of this nation will stop suffering.

Quaker Oats Company Competitive Advantages

Introduction Quaker Oats Company is the leading supplier of food and breakfast cereal products in the US. The company has a long history, dating back to as far as 1901. In the current competitive markets, market segmentation is one of the strategies which can ensure that the company positions itself well so that it improves its level of profitability. This paper analyzes how market segmentation can give competitive advantage to Quaker Oats Company.Advertising We will write a custom essay sample on Quaker Oats Company Competitive Advantages specifically for you for only $16.05 $11/page Learn More Quaker Oats Company Business organizations aim to make a profit and increase their share of the market by making quality goods and services and by ensuring product availability to customers. Quaker Oats Company is not an exception; making a profit, and increasing the share of the market remains the company primary objective. To make a profit, Quaker Oats Company aims to satisfy market demand by employing skilled people to make quality goods. Reference for Business (2012), states â€Å"we plan to do this by making Quaker Oats a winning company, a place where talented people have opportunities† (para. 1). It is not enough to make quality products, consumers must access products where they live and work. In addition, Quaker Oat Company must make products for which consumers desire to buy (Reference for Business, 2012, para. 1). Looking at the future, Quaker Oats Company, must define its current market, cultivate future consumers, make quality products, and carry out an aggressive campaign to market its products. Market segmentation The first step at increasing market share involves determining the market segment to target and focus resources to that market. Business Dictionary (2012) defines market segmentation as â€Å"the  process  of defining and  subdividing  a large, homogenous  market  into clearly identifiable  seg ments  having similar  needs,  wants, or  demand  characteristics† (para. 1). The market appears homogenous, but when studied differences emerge based on age, consumer preference, location and income. For Quaker to succeed, it must segment the market and focus at satisfying the need of the market it chooses. Segmenting a market has the advantage of enabling an organization to satisfy consumers’ needs, and a result, develop a competitive advantage. Based on the nature of products manufactured and sold by Quakers Oat Company, its management must segment the market in three ways based on income, family type, and lifestyle. Income determines a person spending power; it enables marketers to determine the people to target.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition, income segmentation affords Quaker Company to price and package its products in sizes attrac tive to a target market. When segmenting the market for housing, clothing, automobiles, and food marketers must use income segmentation as a tool to determine potential consumers (Lamb, Hair, McDaniel, 2011). Another way of segmenting a market involves determining potential consumers based on family type. Some potential consumers are single; others have families with children and some are retirees; family type determines spending priorities. People of the same age and gender have different spending habits depending on the family type they have (Lamb, Hair, McDaniel, 2011). Quakers Oats Company can use geographic segmentation to design marketing strategy; this involves grouping consumers based on where they live. Quakers Oats Company faces competition from two oats manufacturers; Blue Lake Milling of Australia and Savour Company of India. Blue Lake has a competitive advantage because it has a policy of ensuring quality raw materials by enforcing a traceability policy. Blue Lake (20 12) claims â€Å"grain buyers’ work closely with Australian cereal growers to ensure the production of high quality grain†¦Ã¢â‚¬  (para .2). Savuor of India manufacturers white oats (Savour, 2012). Quakers Oats Company must enhance the production of whole grain oats for health conscious consumers. The company location in the United States gives it a competitive advantage it has to utilize to increase market share. Managers must develop a marketing program to popularize Quaker’s products; it includes shelf display and the electronic media advertising. Finally, to stay ahead of the competition the company must design improved packaging, develop unique oats blend and focus on health conscious consumers. Conclusion Differentiation through market segmentation is therefore a successful marketing strategy if applied effectively. Hence, Quaker Oats Company can gain competitive advantage in the global market if it builds a favorable image by successfully segmenting its m arket so as to meet the needs of similar customers. References Business Dictionary: Market Segmentation. (2012). Retrieved from www.businessdictionary.com/defination/market.segmentation.html Blue Lake Milling: The Journey for Your Rolled Up Oat. (2012). Retrieved from www.bluelakemilling.com.au/rolled_oats.htmlAdvertising We will write a custom essay sample on Quaker Oats Company Competitive Advantages specifically for you for only $16.05 $11/page Learn More Lamb, C., Hair, J., and McDaniel, C. (2010). MKTG4 2010: A Student – Tested  Faculty Approved Approach to Learning Marketing. Mason: Cengage Learning. Reference for Business: The Quakers Oats Company – Company Profile,  Information, Business Description, History, Background Information on  The Quaker Oats Company. (2012). Retrieved from www.referenceforbusiness.com/history2/41/The-Quaker-Oats-Company.html Savour: White Oats. (2012). Retrieved from www.savourindia.com/white-oats.h tml This essay on Quaker Oats Company Competitive Advantages was written and submitted by user Mekhi Dickson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.