poop

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The differences between eighteenth-century literature and romantic poems. This is seen through the works of John Keats and Alexander Pope. These works are known as, The Rape of Lock and The Eve of St. Agnes. Alexander Pope takes his readers on hatred filled event. A piece of literature and love induced psychoses in, The Rape of Lock. On the other hand, The Eve of St. Agnes told a tale of life, love, death, and eternal fate in heaven. These two writers have given two good poems. Most of Popes efforts here were written with time. Now, Keats has intrigued his reader with descriptive lust and desire, which can be compared with popes efforts by the difference in eighteenth century literature and romantic poems, their descriptive natures and ideas they portray to the reader through their writing. In the beginning of Keats romantic premise to life in St. Agnes, all is cold. The opening sequence brings a sense of realism to this cold scene. Cold owls, rabbits, and numb fingers on a holy, Beads man. The Beads man symbolizes the sense of age and spirit. Much of this poem is a test to Keats. Pope has indulged the reader in consistent religious order. When viewing Keats poem stanza by stanza, much is revealed. Keats tale starts as a direct start for future people. His image of love and old age creates a knot in the stomach of the reader. Desire brings Keats to the high point of emotions within, The Eve of St. Agnes. St. Agnes is such a peaceful memory for Keats. In all of Keats minor issues come love and honor. The entire tenth stanza is caused by the emotions involved with love. Keats doesnt seem to really care whether anybody understands him. Each of these two poets has acknowledgement of realism with a concern for myth, and undeniable love. The picture of love in each poem has brought most of the emotions from the reader.



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English Memo

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Thomas Greene

English 004

Exercise .1

Memo

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Date February 4, 00

To Bob Matthews

CEO

From Thomas Greene

Regional Manager

Subject Developing a new area of sales in The Sports Car

I would first of all like to thank you for your consideration in completing this project.

However, I feel that this could be better executed if a team, rather than a person, was used to complete this task.

Opening a new department of sales is a multifaceted task which requires many experts.

A) Human resources

B) Financial Analysis

C) Marketing

E) Management

D) Quality control

As my area of expertise is found in financial analysis, I would like to have a team experts within the company help develop the rest of this department. It would be very beneficial to have a human resource manager on the team to find the right individuals for this department. A marketing adviser would be helpful in designing the new department. I feel that this would increase sales and profits rather than if I was to do it myself. I would also like a quality control supervisor to oversee the products sold in the new department. As this is a new market, the expertise of quality control supervisor will keep The Sports Car top of the market.

As you can see this task could be completed using one person, however I feel that profits and customer satisfaction could be greatly increased if a team was used rather than a single person.

That is the end folks! This essay is two hundred and fifty words long. Hello!



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Comestic

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Cosmetic surgery has become common everywhere, especially in U.S. However, the Cosmetic surgery has many problems such as incompetent doctors, unsafe and unsanitary operating conditions, and high risk of serious complications.Cosmetic surgery as a relatively quick, though not often painless, way to improve personal image has become more and more common, especially in the US. Higher living standards and rapid development of medical technologies have made these operations more accessible and affordable to more people.

The death rate from cosmetic surgery is actually higher than any other branch of surgery this form of surgery is deemed elective and not often perceived with the same seriousness and consideration as other surgical procedures. Because there is no requirement for a physician to have specialized postgraduate education and training in cosmetic surgery to perform cosmetic procedures. Undoubtedly, patients’ safety is severely compromised when they are placed in the hands of physicians without satisfactory training. Ruskin, died after she underwent a facelift and laser resurfacing performed by an unqualified doctor. Compounding the problem, these uncertified surgeons further jeopardize patients’ safety by operating in inadequate facilities

The greatest risk arises from poor-sanitary conditions and lack of adequately maintained or updated equipments.There is strong support for more adequate regulations in the cosmetic surgery industry, there are still individuals who feel that more regulations do not necessarily mean better protection for patients. They argue that the addition of new laws would actually be a disadvantage to patients because that would incur financial drawbacks and limit their choice of physicians, not to mention costing the states millions of dollars in enforcement of facility inspections. Opponents claim that if states require surgeons to carry malpractice insurance, they will pass the cost onto the patients who will then have to pay more for their procedures while having fewer choices of surgeons.

There are also arguments that many other factors contribute to the outcome of surgeries, not just the conditions of outpatients clinics and surgeons training. They point out that the statistical data presented in support of these regulations fail to take into account other factor. The remarkable revenue in the cosmetic surgery industry has turned it into a cash business without the pitfalls of managed care since it is not governed by stringent regulations.Unqualified doctors are able to offer patients more competitive prices because of cost cutting.

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Over the last 10 years, office-based procedures have significantly risen due to the efforts of physicians to seek less expensive alternative.In order to reduce the risks and to ensure safer operations for cosmetic surgery patients, immediate action toward establishing medical standards in cosmetic surgery among the forty-one remaining states must be taken. If there were laws mandating that physicians be certified by the American Board of Cosmetic Surgery (ABCS), then many of these issues could be resolved.

The primary proceeding should be to require physicians to successfully complete surgical education and training along with implementing guidelines set by the ABCS.

While certified surgeons are indeed important to the outcome of surgeries, they would not be able to perform to the best of their ability in an unsanitary and ill-equipped facility.

Therefore, the ABCS should establish standards for physicians to follow the ABCS could certify a physician, one additional requirement would be for the surgeons to show proof of malpractice insurance for cosmetic surgery. This is an important issue that should not be overlooked. The ASCB should demand that physician practicing as cosmetic surgeons carry malpractice insurance specifically for that field.

Cosmetic surgeries are elective procedures that carry the same risks as other surgeries. Therefore, the issue must be regarded with the same mindful awareness. The proposed solutions stated above would help to improve health safety in the cosmetic industry because they would increase the number of certified doctor, along with better operating facility conditions, and liability coverage.



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car accident

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February , 000, was the worst day of my life. I just started the spring semester at Suffolk Community College- Western Campus. I planned on having a good semester, studying hard and working part time. I promise myself that I was going to do my best and get the most out of college that I can.

Everything was going well for me. I found out that I was going to have a baby. I was getting closer to my family. My boyfriend and I were making plans for the baby. I even started making plans to move out and get my own apartment. I was finally going to support myself and have my own family.

Well, before I knew it, it was all about to change. One day at school I had a break in between classes. My friends Chambria, Betty, and Judeline decided to take a ride to go see Betty’s boyfriend. It was a rainy day and the road was slippery. We dropped Betty off at her boyfriend house. As we were going to make a left turn at the stop sign, another car was speeding and could not stop his car so he slams right into us. I could not believe what just happen to us. I was on the driver side of the car and that was the side that was hit. I tried to get out of the car and could not. That’s when I realize my foot was crushed between the driver seat and the door. Chambria and I was driven to the hospital. I had a broken ankle and a sprain back. Chambria had a broken pelvic. The one concern I had the most was if my baby was okay. The doctor informed that everything was OK. The doctor told me I was going to be on bed rest for months, and I needed time to let my ankle heal. Couple of days later I wasn’t feeling so good, I had pain in my stomach. I was rushed to the hospital, to be informed that I had lost my baby due to the impact to my body from the car crash.



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My Family, boyfriend and friends comfort me in my time of need. You never know what can happen to you on any given day. My family and friends took care of me and help me out a lot. All the plans I had for myself was gone in a heartbeat. The only thing I could do was to start over and not give up. Now I am back in school, (until I finish). I have my own apartment, and a beautiful baby girl name Alexis Dawnett Green who is two years old right now. Someday my boyfriend and I will get marry. The advice I have for people now is enjoy life and never give up on things you want for yourself in life.



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Walmart Case study anaysis

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EXTERNAL ANALYSIS

1. Industry Analysis � Walmart

Porter’s theories can be used to formulate survival strategies for your current business, as well as to evaluate the attractiveness of other industries for expansion.

Entry Barriers- Economies of scale (forces potential entrants to come in at large scale or accept cost disadvantage- Product differentiation � (forces potential entrants to spend heavily to overcome customer loyalty) � advertising, customer service, being first in the industry)- Capital Requirements � fixed facilities, inventories- Cost disadvantage independent of size � learning curve, proprietary technology, assets purchased at preinflation prices- Access to distribution channels � own distribution channels Powerful Suppliers (NOT)- Not concentrated- Importance of volume to supplier- Obliged to contend with other products for sale in the industry

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Jockeying for PositionMature industry � as an industry matures, its growth rate changes, resulting in declining profits and often a shakeout.- Tactics like price competition, product introduction, advertising- Competitors are numerous and not equal in size- Industry growth is slow, precipitating fights for market share- The product or service lacks differentiation or switching costs- Fixed costs are high- Exit barriers are high

Powerful Buyers- Buyers not concentrated � not purchase in large volumes- Buyer switching costs relative to firm switching costs- Substitute products- Product differences- Price sensitivity Substitute Products- Relative price performance of substitutes- Switching costs- Buyer propensity to substitute

. PESTLE

INTERNAL ANALYSIS

1. Organisational Capabilities

Marketing- Breadth of product line- Ability to gather needed information about new markets- Market share- Product service mix- Channels of distribution, number, coverage, control- Knowledge of customer needs- Product service image, reputation and quality- Effectivenes of sales promotion and advertising- Pricing strategy and price flexibility- After sales service Financial and Accounting- Corporate level resources � multi-business firm- Effective control, ability to reduce cost Production/Operational- Inventory control systems- Location of facilities, layout and utilization- Economies of scale- Effectiveness of operational control design, scheduling , purchasing, quality

Personnel- Employee skills and morale- Efficiency and effectiveness of personnel policies- Effective incentives used to motivate employees- Employee turnover and absenteeism Quality Management- Relationship with suppliers and customers- Internal practices to enhance quality of products and service- Procedures for monitoring quality Information Systems- Timeliness & accuracy of information about sales, operations, cash & suppliers- Relevance of information for tactical decisions- Information to manage quality issues � customer service- Linkages to suppliers and customers

Organization and General Management- Organizational structure- Firm’s image and prestige- Organization of communication system- Organizational climate, culture- Top management skill, capabilities and interests- Intra-organizational synergy (multi-business firms)

. SWOT Analysis

Strengths- A strength is a resource advantage relative to competitors, and the needs of the market a firm serves or expects to serve- Is a distinctive competence when it gives a firm a comparative advantage- Arise from the resources and competencies available to the firm Weaknesses- Is a limitation or deficiency in one or more resources or competencies relative to competitors that impedes a firms effective performance

Opportunities- A favorable situation in the firms environment- Key trends are one source of opportunity e.g. identification of a previously overlooked market segment, changes in competitive or regulatory circumstances, technological changes, improved buyer or supplier relationships Threats- A major unfavorable situation in the firms environment e.g. entrance of new competitors, slow market growth, increased bargaining power of key buyers and suppliers, technological changes, new or revised regulations

. TOWS Matrix

- Transitional tool between analysis and choice

- You have identified your strengths and weaknesses and can now link them to specific opportunities and threats

- Allows you to pursue identified opportunities and to counter potential threats

4. The Value Chain

General Administration- Capability to identify new product market opportunities and potential environmental threats- Quality of the strategic planning system to achieve corporate objectives- Level of information systems support in making strategic and routine decisions- Timely and accurate information on general and competitive environments- Relationship with public policy makers and interest groups- Public image and corporate citizenship

Human Resources- Effectiveness of procedures for recruiting, training and promoting all levels of employees- Appropriateness of reward systems for motivating and challenging employees- A work environment that minimizes absenteeism and keeps turnover at desirable levels- Levels of employee motivation and job satisfaction

Technology- Ability of the work environment to encourage creativity and innovation- Timeliness of technology development activities in meeting critical deadlines

Procurement- Good, long-term relationships with reliable suppliers- Criteria for lease vs purchase decisions- Procedure for procurement of plant, machinery and building

Inbound Logistics- Soundness of material and inventory control systems- Efficiency of warehousing activities Operations- Efficiency of plant layout and workflow design- Appropriate automation of store procedures Outbound Logistics- Efficiency of delivery systems- Efficiency of finished goods warehousing Marketing and Sales- Efficiency of market research to identify customer segments and needs- Innovation in sales promotion and advertising- Evaluation of alternative distribution channels- Development of an image of quality and favorable reputation- Extent of market dominance within a market segment or overall market Service- Promptness of attention to customer complaints- Appropriateness of warranty and guarantee policy- Quality of customer education and training

5. Stakeholder Analysis (PG 40)

- All persons/groups have legitimate interests in the performance of the firm

- Stakeholders may have different expectations of the firm , at different times

- Stakeholders have interests and power

- Power exercised by stakeholders � need to identify the key players

- Identification � identify the various stakeholders and to weight their relative ability to affect the firm

- Understanding � must understand the demands of each group

- Reconciliation and priorities

Stockholders Participation in distribution of profits, additional stock offerings, assets on liquidation, vote on stock, inspection of company books, transfer of stock, election of the board, other rights as per contract with the organisation

Creditors

Employees

Customers

Suppliers

Governments

Competitors

Local Communities

The General public

6. Cultural Web ()

CHOICE (Acceptability, Suitability & Feasability)

1. Ansoff Matrix

IMPLEMENTATION

1.Generic Strategies

Overall Cost Leadership Differentiation Focus

Striving for overall cost leadership in an industry- Low cost leaders depend on some fairly unique capabilities to achieve and sustain their low cost position.Commonly required skills and resources- Sustained capital investment and access to capital- Process engineering skills- Intensive supervision of labor- Low-cost distribution systemCommon Organizational requirements- Tight cost control- Frequent, detailed control reports- Structured organization and responsibilities- Incentives based on meeting strict quantitative targets Striving to create and market unique products for a varied group of customers through dirrefentiationCommonly required skills and resources- Strong marketing abilities- Creative flare- Strong capability in basic research- Corporate reputation for

. Change Management

. Balanced Score Card

4. 7 S Checklist



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Organizational Climate

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Organizational Climate

The organizational climate at my organization varies in comparison to other organizations I have been involved in. There are many new trends that have come into play such as the belief in empowerment, concern for work-life balance and most importantly, the emphasis on teamwork. In my opinion, the success of my organization is based upon the before mentioned as well as the workforce diversity. While I am happy working at my organization, there are a few areas that could use some development. In this paper I will go over my perceptions of a variety of topics in my organization and include a few comments as to whether I feel my organization is doing all it can to keep the new trends working and being successful.

The first topic is communication. While the old saying goes, all “stuff” rolls downhill, that is not always the case. I have found for me personally, that often times, not enough “stuff” rolls downhill, which makes life for me a little uneasy when trying to accomplish everyday tasks. There are many times when I should have been told certain information and rather than having that information passed down to me, it is kept safe guarded in my managers head. This more often than not leaves me looking like a complete moron standing there saying “I don’t know”. In short of me drilling my manager every second of the day or sitting in her office with her it is difficult for either she or I to keep up to speed on everything going on in our department. Communication between the managers and their subordinates at my organization is always something that needs to be improved upon. But, unfortunately there are never enough hours in a day. Things still get done, but they don’t always get done when they should.

“The organizational or corporate culture is the system of shared actions, values and beliefs hat develops within an organization and guides the behavior of its members.”(Schermerhorn, Hunt, Osborn 4). I am glad to say that in my organization the culture is very much that works well together. Everyone in the organization is all working toward one common goal and that is to see that the company succeeds in all endeavors. I have been with the company for 5 years now and have not seen any sort of subcultures or countercultures apparent at all.

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I am glad to say that conflict in my organization is kept to a bare minimum. The main cause for disturbance is a particular employee in my department. This certain employee has a lot to learn about “cubicle etiquette”. Often times she can be heard laughing and talking about personal details of her life on the phone. Other ways that she has been found to be the center of conflict at my organization is by her choice of attire as well as her overabundance of perfume. This conflict is considered interpersonal since it is “between two or more individuals who are in opposition to one another” (18). There has been many complaints made to the HR department by one person in particular yet, the only answer was “She is an invaluable employee and will be dealt with accordingly”. This meant in not so many words is that it would be pushed aside. There were a couple times when her manager would speak to her, and the perfume would get toned down and she would wear more business attire, but that would last only a week or two and it would be back to the same old thing. My perception of conflict at my organization is that the upper management would rather ignore the problems or do the least possible to rectify them. The suppression of the conflict is a temporary fix and can sometimes lead to the issues becoming worse. The conflict that I stated is one that is minor, yet in a way could be a sign of how management will deal with other types of conflict such as substantive, emotional, intrapersonal or functional conflict just to name a few.

My perception of technology in my organization is that we are constantly implementing new and updated ways of operating. We have recently given all of our Sales offices the ability to be networked with our corporate office. This has eliminated the need to lease computers from outside companies therefore, saving our company well over $1,000 a month if not more. At our corporate office we have an on site IT/Network administrator who is constantly coming up with new and beneficial ways to help our organization run more smoothly and more effectively. The days of when our server would crash almost once a week are now over. I have been given the opportunity to be able to access my work information such as my emails, and all the network drives from my home. For our whole organization we have a company website that has a spot for “What’s new in the company” or you can access information about your 401K account and also you are able to get updated detailed information about the health benefits offered.

In my eyes, no organization is perfect and it is up to the owner as well as all the way down to the receptionist to help the organizational climate of the company improve. The main area where I feel my organization could stand for some improvement is in the conflict area. As I stated before, the one conflict I listed may be very minor, but this just might mean that they handle the larger problems the same way.

WORKS CITED

Schermerhorn, Jr., John R., James G. Hunt, and Richard N. Osborn. ORGANIZATIONAL BEHAVIOR 7TH edition. New York John Wiley & Sons, Inc., 00



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Littleton Manufacturing

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Define the Structure of your work group or team? What is your Role /Function in the group and how effective do you view your role/service delivery? What is the importance of your group in the organization and what are some of the support systems available to the members? What are the key factors that affect your group’s performance? State some of the important elements in managing your group

We Company Ltd. is an integrated services marketing company for the Caribbean region providing business, companies and customers with outstanding services for their technological marketing requirements. We provide the Caribbean region with these services Web Design, Interactive Design Campaigns, Branding Development, Multi Media Design & Interactive CD ROM, Corporate Branding/Logo Design, Print Promotion and Email Marketing that are exceptional and will allow customers to effectively compete for the attention of their customer market segment in this brand cluttered environment. The organization is structured with the founders being the major stakeholders in the organization, both cofounders have responsibility for managing the organization and thus it has been divided into Strategic Services and Business Development. The management team includes a managing director who is responsible for all office issues, general internal operations and coordination between the departments within the organization.

The Strategic Services director has responsibility for the internal handling of the web development projects of the organization and to ensure that they are completed on time and within cost. This director is responsible for meeting with clients and assessing their needs and providing feedback to the clients on a weekly basis once work has commenced. There are three sub-departments under this department consisting of programming, graphics and networking, the three department heads are responsible for reporting to the director of Strategic Service as to project status and issues surrounding the project.

As the Director for Business development and co founder my function in the organization is to write company documents, develop plans and projections for the organization and ensure that all members in the organization are able to understand and work within the plans set out for the business. The role requires constant contact with clients to ensure that they are satisfied with the progress of their project and if they have any concerns, additions and changes to be made, research and consultancy are included in the performance of the role. The function of the Business Development Director is essential for the effective management of the organization since my responsibility is that of contacting clients, developing proposals and setting prices that are competitive with that of the industry to meet the needs of the client my role is paramount to the organization. In Trinidad and Tobago the market for websites is undervalued and underutilized by companies seeking cheaper alternatives because there are no present figures which show the Return of Investment (ROI) having a website brings to their companies. Thus due to the lack of figures it is difficult to estimate the value that customers associate with having this medium as an advertising channel for their products. Thus my role becomes extremely difficult against the backdrop of all these issues that affect this fragile evolving industry.

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The Business development department comprises of two () individuals a director and an Assistant. This group is important in researching companies and their industries, writing proposals to fit the needs of the clients, securing contracts and meeting with clients to recommend and suggest new business strategies to assist these organizations in being relevant to the clients needs. Support system for this organization relies on the team work of each department and members so that there is a smooth flow of information among all departments. The small nature of the organization and the age of the company mean that support systems are constantly being invented to allow the departments and organization to interact and operate as effectively as possible. The general manager is a constant source of advice for all departments and forty five (45) minute weekly meetings ensure that any issues which arise are dealt with all the departments involved. Also the members of staff know each other well and socialize on a very frequent basis.

The factors that affect the group performance are diverse these are lack of communication between departments, miscommunications with clients, customer indecisiveness, economic climate, server errors and network failure. These factors are present internally within the organization and outside when dealing with clients. These factors are sometimes seen as motivators to allowing the team to work harder in an effort to become more efficient and cost effective, at other times the combination of factors can cause despair within the organization and conflict within the departments and the staff.

The most important element in managing the group is to ensure that there is trust among all the members of the organization, communication, friendship and support. It will provide a greater sense of team spirit among the members of the organization to be concerned for the well being of each other and ultimately the organization, this type of camaraderie in the organization will order for continuous growth and development within the company at a rapid pace because each member of the organization is working towards a common goal. Offering members of the organization the opportunity to buy shares in the company and become shareholders helps to encourage members to contribute their time and their resources into ensuring the organization maximises its potential. This is in the process of being implemented



Please note that this sample paper on Littleton Manufacturing is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Littleton Manufacturing, we are here to assist you. Your cheap custom college paper on Littleton Manufacturing will be written from scratch, so you do not have to worry about its originality.

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arts marketing

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Examine the problems encountered by arts marketers and suggest was in which organisations might rise to meet particular challenges.

Knowing the customers, what they want, then they will come.

Module based material

Summary/evaluation of any problem/issue

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Examples of the application of the theoretical material

When I visited the National Museum in London for the first time, I was surprised at the huge array of art works which it has, and the multi-cultural atmosphere. The problem was simple, I didn¡¦t know where to start, and some of them are so new that I couldn¡¦t understand well at all. When I have a discussion with one of my friends, we found a guide of foreign tourists, who explains the history of the work, and why it is still valuable today. It was really helpful, and added to our enjoyment of the museum. Sometimes art work on its own can be enjoyed by an individual, however sometimes we need an expert opinion giving background to the piece.

�Ü What is an arts organisation?

The character of arts field; it is not producing products, it is not like a commercial enterprise, it keeps heritages for the future, it give a chance to learn, where we are from, where we are, will show what we¡¦ve done to our descendents. Basically, arts organisation is usually defined as a non-profit organisation. It used be true, however, it is not enough to rely on governments, arts council, patrons, or donation. It is increasing the number of artists, and people are more likely to spend their time on relaxing, something giving pleasure, they don¡¦t mind to spend their money, time on non-material products. But what they are looking for, where they are going. The numbers visiting arts field, such as museums, galleries, theatres, performing arts exhibitions, are going down. More people are going out for entertaining themselves, but not in arts fields. Seriously, managers in arts organisation don¡¦t believe to find audiences¡¦ favourites. The Domus(Museums and Galleries Commission, 18) survey showed that just % of museum owned up to having a formal marketing policy. (Runyard, S. 1)

That is why we need to bring ¡¥marketing theories¡¦ to the arts field in either of cases

-arts organisation as a commercial organisation

-arts organisation to maximise the exposure of people to arts work.

�Ü What is an art marketing about?

Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational goals.

- American Marketing Association

According to Chartered Institute of Marketing¡¦s definition, ¡¥Marketing is the management process which is responsible for identifying, anticipating and satisfying customer requirements profitably¡¦

In arts organization, the concept of marketing is not the same as these definitions for the characters of arts fields. In fact, general marketing is more focused on pricing, promotion, satisfying customers to get more profit; arts organization is usually more considering at satisfying individual to let them come.

Katherine Khalife, publisher of MuseumMarketingTips.com and the Museum Marketing Tips e-newsletter, was attended in may, 000, at Pennsylvania heritage tourism summit, when Carnegie Museums president Ellsworth Brown opened a morning workshop with the provocative question, What is marketing? what she heard from several museum professionals in the room responding was, Its getting people to want what you have. (web.museumarketingtips.com/articles/marketing_what.html)

Also, many artists are needed strategic care to the arts organizations for concentrating more on their work. Not only for arts organisation, but artists also need organisation become more strategy.

As an individual artist, what marketing resources do you need?



wwww.Fure4arts.com

¡§What people want has a great deal to do with what they purchase - with their money, their time, their energy, or their attention. Whether youre selling a commercial product or a nonprofit service, unless it meets the desires of people, most of them wont buy it.

As consultant Will Phillips wrote in an excellent 16 article, Linking Objects with Audience, Historically, museums emphasized collecting and understanding objects and specimens, not audiences. The resultant strategy played on a field of dreams Collect it and they will come. But today, as Phillips notes, audience needs and values must become a primary focus if museums want to attract more visitors. The new mantra needs to be Know them and they will come

Developing a marketing mindset requires us to look at our audiences as customers, to see our museums through their eyes, and to adapt our facilities and programs to meet their needs and wants.

The marketing baiters continue by asserting that marketing¡¦s master is commercialism, the market force¡¦s profit. Marketers are not social workers. They exist to persuade in order to make ¡¥the best possible financial outcome¡¦ (Diggle K. 184).

What marketing means; looking outwards, not inwards, constant awareness of what is happening in your market place, asking, not telling customers what they want, coring about processes as well as products, and communicating all this through the organization.

Organisation

-marketing objective

-product; life cycle, costs, portfolio, position

Environment

Economic

Political

social

Market

Competitive pricing

segmentation

price

Customer

Demand/needs

Benefits

Value

Pricing policy

Source Adapted from T.J.Hannagan, Marketing in the public and non-profit sector, Macmillan press Ltd, 1

This figure represents that Pricing policies are influenced by four factors those under the control of the museum itself, those that operate in the market in which the museum operates, those influenced by users¡¦ needs, those determined by the marketing environment.

Admission fee;

As Diggle claims ¡¥charging for admission can actually help a museum achieve larger attendance as well as larger revenues without an ethical downside¡¦ (Diggle, K. 15)

UK museum association, which states

Above all, it is essential that policy in relation to admission charges is formed in such a way that it does not discourage people from viewing the collections or from using the museum. The Association¡¦s code on admission charges states that ¡¥central and local government have an overriding responsibility to maintain the tradition of free access¡K; and that if charges are levied the revenue must be reinvested in the museum. The code also maintain that the decision as to whether or not to charge should be left up to individual museums, but that free admission should be provided for the equivalent of at least one day a week, and there should be reduced rates on all other days for children, the elderly, the unemployed and disabled people. ( museum Association 11a1)



Marketing theory

4Ps product, price, place(determination), people(promotion)

These are basic components when we break down the whole concept. In arts organisation, production could be current exhibition, or play on showing, event. If there is entrance fee, they can compare the price between competitors.

Basically, it is analysis of each characters of the product, for example, when we compare two different kinds of beers, we can examine by price, logo, taste, colour, and the like. And then we can mark in each analysis, and then add up.

Position map

What we need to know is that how the products will differ from competitors and how it wants to come across to its target buyers.

Maybe we could offer an excellent product/with excellent service at a premium price and well advertise, or build a simple low-price product aimed at the more price-conscious market. However because there are limited budget, and technical problems, we need to find the best way. And we can see more easily though a product positioning map



high quality

low price





Low quality

It describes the position of four competitors currently selling to this market.

Differ in sales volume ( size of circle), b = average-quality product at an average price



Markets(customer groups)

Small customer medium Large

Show A

Show B xxxxxxxxxxxxxxxx

Show C

This diagram is about Product/Market grid for Shows. It is easy to compare each show by customer groups.

�Ü Market research

Marketing research is the systematic design, collection, analysis, and reporting of data and finding relevant to understanding an organisation¡¦s consumers, the environmental factors influencing the organisation, and ways to improve consumer satisfaction and organisational performance.

Market research can take the form of focus groups, surveys done with visitors at museums, mail and telephone surveys and panel studies (what the heck is that?).

MoMO (Museum Of Modern Oddities) gallery, run by artists which is( created, curate, and collected).was one which took creative ideas and has been successed. From -1 August 00, Zuercher Theatre Spektakel Festival in Zurich, Swaziland, it was small garden work, but they have produced something that people don¡¦t usually have, or even don¡¦t think about, but very nice crafts. Also they have shops which is commercial but in artistic way.

It is special case, but still a good example of gallery¡¦s marketing. http//www.fuel4arts.com/touring/case/uploads/CaseStudyMoMo.pdf

�Ü Audience development

Marketing is simply the strategic and systematic approach to audience development which meets the overall objectives of the museum and galleries¡¦ (Runyard, S. 1)

Audience development- what they do instead of coming arts performance? Their time schedules are contributed in leisure time doesn¡¦t mean that they are coming to see the performance or exhibition unless they know something about those works. People want to do something that they are good at, or they can share with others.

Arts fields compete for audiences against say-at¡Vhome behaviours; watching television, using the computer, reading a book, other leisure activities ;shopping, movies, sporting events, hiking, other cultural activities(concerts, festival), and other arts fields.

Building audiences by attracting new visitors, by relating existing audiences and encouraging them to become more active; and by providing exhibitions and other offerings of outstanding quality and appeal.

�Ü maximise the exposure of people to arts work

This purpose also needs to take marketing theories to increase number of audience. And also it has to maintain certain amount of subsidise each year. They don¡¦t have customers, but still they have to keep the numbers of audiences for financial reason.

In education term, people agree that to educate students/teachers are important in terms of audience development. It is good idea but what is the most effective way? I¡¦ve seen a programme about learning how to paint in a gallery. Because it was just opened and it needed to make people know their existence. It was for young kids, but that is why their parents should go with them. That was advertising while they were educating. Maybe when the kids are grow up, paintings or galleries will be more familiar for them rather than others who have not got these experience.

�Ü Example Marketing in a Museum

The strategic market planning process work in a museum organisation is in three stages. Firstly, setting up a planning system that analyzes environmental factors, organisational strengths and weaknesses, mission, objectives and goals and then determines strategies, secondly crafting an organisational design adapted to the chosen strategies and finally creating systems to monitor planning implementation and outcomes, specifically market information, planning and control. (Kotler, N. & Kotler, P; 1)

Information from museum staff can be able to satisfy visitors, such as the Doncaster Museum and Art Gallery in UK, they have taken the lead in training staff at all levels to be information and orientation providers.

Museum¡¦s offering; exhibitions, collections, lectures and events, merchandise in the gift shop, interior design, exterior architecture. And offer value-learning, recreation, sociability, and experiences. Try to expose their offering

There are the challenges that Museums, Heritage and Performing Arts organizations now have to face to remain healthy and competitive understanding new and emerging cultural needs and offering people diverse opportunities to spend their leisure time, working out strategies for audience retention and development, diversifying funding sources, attracting young people. The increasing complexity of the environment in which arts organizations operate, has a number of different implications such as the need to serve a variety of stakeholders and to fulfil multiple roles. And, of course, one should not forget the must for all arts organizations their institutional mission and the cultural identity they have developed over time.

Bibliography

Kotler, N.& Kotler, P., Museum strategy & Marketing designing, missions, building audiences, generating revenue and resources, 18, Jossey-Bass Publishers

Fiona Mclean, Marketing the museum, 17, Routledge

Hill, E., O¡¦Sullivan, C., Terry O¡¦Sullivan, Creative arts marketing, 15, Butterworth-Heinemann

Financial Times, edited Dickson, T., Mastering Management, 17, Pitman publishing

Kotler, P., Marketing Management; analysis, planning, implementation, and control, 8th ed. 14, Prentice-hall



Kotler, P., Armstrong, G., Saunders, J. Wong, V., Principles of Marketing, rd ed. 001, Prentice Hall

Runyard S.& Ylva French, Marketing & Public relations handbook,1, Altamira press

http//www.museummarketingtips.com/articles/marketing_what.html

http//www.audience-development.net/main.htm

http//www.artscouncil.org.uk/

http//www.artsandbusiness.org.uk/

http//www.a-m-a.co.uk/

http//www.artsmarketing.org/

http//www.fuel4arts.com/

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the lion king review

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“The Lion King” has tastefully been brought to stage in the theatrical recreation of the widely respected film. Although most of the audience could already mimic the lines and knew all the words to the songs, Julie Taymor (director) was able to make the musical a new and exhilarating experience. The archetype of the difficulties of growing up and self acceptance were reserved but the play did twist the plot ever so slightly to make it its own. A new side story concerning Scar and Nala arises, captivating songs are introduced and the male baboon Rafiki is now an all knowing female intellect. These minute yet noticeable modifications make the play captivating and worthwhile.



The acting in the musical seemed effortless and natural. The actors had obviously been well acquainted with their characters and felt comfortable in their roles. The characters of young Simba (Isaiah Grant) and Nala (Miranda De La Cruz) were well casted. Both actors demonstrated confidence and were tremendously joyful to watch. They brought an air of carelessness and merriment to the stage which was evident in their juvenile yet booming voices right down to their cub costumes. Although young Simba was so well casted I do not believe that the older Simba was portrayed as wonderfully. The older Simba played by Michael Blake did the part justice yet he did not seem to have that certain dominance that most of the other actors possessed. The antagonist, Scar, played by Richard Clarkin, was so well in character that audience members felt revulsion and dishonor when he strayed onstage. His raspy and distinguishing voice suited the character fabulously. Clarkin delivered his lines with grace which made his deviant personality come to life. Horace V. Rogers’ performance as Mufasa demanded attention. Rogers’ commanding gestures and arrogance added to the commanding character. Although Rogers’ interpretation of Mufasa was played well, Mufasa did not seem to be as important in the musical and he did in the movie. This is because he did not seem as loving and he didn’t seem like an extremely significant figure to young Simba. Pumbaa, played by Mark Terene and Timon, played by Bill Perry were both wonderfully characterized. The two seemed inseparable and came off as wonderfully charming. Terene and Perry’s delivery of lines were magnificent and because of this they received many laughs. Perry’s accent definitely added to the character and was greatly enjoyed. Tshidi Manye’s portrayal of Rafiki was by far the most captivating aspect of many scenes. Her booming voice projected clearly throughout the house and she managed to hold attention even in her mindless ramblings which were laugh out loud funny.

The most enthralling component of the musical “The Lion King” would have to be the costumes. The headpieces were fashioned so well that they became part of the actors’ bodies. The African prints of the costumes reminded audience members of the setting and brought a feeling tradition and folklore to the stage. There were several diverse animals that were portrayed in this musical and each required its own ingenious costume. The most eye- catching of all the costumes would have been the intricate giraffes and the immense elephant. The colourful costumes and vibrant lighting kept the stage lively and the music reserved your attention. Many of the songs were from the original movie written by Elton John and Tim Rice but there were also five new scores which were performed during the musical. “He Lives In You”, one of the additional pieces added to the show, was exceptional. The song was rhythmically interesting and it also had wonderful words that I recite to this day. The set was also well constructed. It was versatile and allowed many significant changes in the scenery. One of the most momentous scenes which greatly depended on the set was the stampede scene. This set was not only interesting to watch, it was also interesting to fathom how it was created so flawlessly. Although the entire musical was well developed there was one feature which stood out the most. This outstanding element was the choreography. There were tribal like dances, ballet inspired movements and many other captivating rhythmical arrangements. Each dance was appealing in its own way and were so well put together that they did not get tedious, like most other dances do. As audience members we must also take into account the intricate costumes and how difficult it must have been to choreograph certain scenes with the different species of animals and their different personalities.

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Overall, the musical “The Lion King” was admirably and skillfully put together. Not only were the children ecstatic at the end results but the adults also found the musical memorable. Like the movie, this play is entertaining enough to watch numerous times over.



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how to print

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Edward wansworth 4857654

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Edward Wadsworth (188-14)

Edward Wadsworth was born on the th October 188 in Clekheaton, Yorkshire, the son of a wealthy worsted spinning magnate. Studied engineering at Munich 106 but became more interested in painting, attending the Knirr School in his spare time. On returning to England went to Bradford School of Art, where he gained a scholarship to the Slade School. Studied at the Slade 108-1.

Exhibited in the Friday Club at the Alpine Club Gallery, February 11 and January-February 11. Included in the last month (January 11) of the Second Post-Impressionist Exhibition. Joined the Omega Workshop summer 11 and exhibited in the July 11 Allied Artists Association Salon. Left the Omega with the Lewis and the other rebels October 11, and contributed to the Post-Impressionist and Futurist Exhibition the same month. Included in the Cubist Room section of the Camden Town Group and Others exhibition at Brighton, December 11-January 114, and exhibited as a founder-member in the March 114 London Group show. Joined the Rebel Art Centre, spring 114, and participated in the Whitechapel Art Gallerys Twentieth Century Art Exhibition, May-June 114. Contributed illustrations and translations from Kandinskys Uber das Geistige in Der Kunst to BLAST No.1, summer 114, and signed its manifesto. Included in the July 114 Allied Artists Association Salon, and in the March 115 London Group exhibition. Contributed as a member to the June 115 Vorticists Exhibition, and reproduced his work in BLAST No., July 115.

Served in the Royal Navy Volunteer Reserve until invalided out 117.

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Included in the January 117 New York Vorticist Exhibition, and then employed designing dazzle camouflage for ships in Bristol and Liverpool. Painted large picture for the Canadian War Memorials Fund, and held a one-man show at the Adelphi Gallery, March 11. Exhibited in Group X at the Mansard Gallery, March-April 10, and in later life pursued a more representational style, apart from a period in the 10s when associated with Unit One. Died 1 June 14 in



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Acting Style of The Three Sisters

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THE THREE SISTERS….Acting Style and Then Some…

The original Moscow Art Theatre’s presentation of The Three Sisters may not have won critical praise or even mass spectator appeal, but Stanislavsky’s production of the Chekhovian play in 101 has since changed the way actors live through their characters. Chekhov despised the idea of anything false onstage.

“The immense majority of people are nervous, you know the greater number suffer, and a small proportion feel acute pain; but where- in streets and in houses- do you see people tearing about, leaping up and clutching at their heads? Suffering ought to be expressed as it is expressed in life- that is, not by the arms and legs, but by the tone and expression; not by gesticulation, but by grace. Subtle emotions of the soul in educated people must be subtly expressed in an external way. You will say - stage conditions. No conditions allow falsity.” -(Chekhov, 17)

He believed in showing the details and subtleties of one’s character and his writing reflected this. As a result of his interpretation of Chekhov’s work, Stanislavsky’s The Three Sisters became markedly modern for its time. Moreover, the reality represented on stage was intended to resemble as closely as possible the usual, everyday material environment, mannerisms, attitudes, values and aspirations shared by the majority of the audience the Russian intelligentsia, to which the production’s authors and performers also belonged. Stanislavsky’s main intent was to eliminate the existential distance between the people on stage and the people in the audience. The ‘fourth wall’ by this token became visually transparent turning their backs to the spectators, actors signaled the absence of distance between the audience and the stage, the equivalence of acting and life, (Rudnitskii, 10-105).

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Although Chekhov objected to the idea of falsified acting as Stanislavsky did, he did not always agree with Stanislavsky’s methods. The two men’s conflicting views of Chekhov’s writing has been constantly recognized by those studying theatre history as their main source of discord. Chekhov developed his art in a time period when playwrights still had much say in how a performance was constructed, cast, and executed, however, Chekhov never had ultimate control, considering he spent most of his final years in Yalta, while the MAT performed his plays in metropolitan Moscow, striking a real life chord similar to the literary theme constantly employed by Chekhov the desire to be in the city. What Chekhov’s work became most known for, above all, was his ability to create characters who lived on stage and spoke more profoundly through their subtext than their actual dialogue. Stanislavsky increased the intensity of this subtext with underlying motivations and affective memories. For example, in the scene between Vershinin and Masha during the second act, Vershinin is declaring his love for her when she moves to a different part of the stage and states “It’s lighter here” meaning to say “I like you but lighten your intense pursuit.” Thus, characters in The Three Sisters were not simply talking heads spelling out their motives for the audience, but rather complex people with real problems to hide amidst their everyday lives.



One might assume that since Chekhov often disapproved of Stanislavsky’s ways of running a theatre and his interpretations of his plays, he would similarly disapprove of his acting skill. Although, this has never been proven. Chekhov once said, “The public, however stupid, is generally more clever, more sincere and sympathetic than K. and the actors- and these latter think they are the brighter reciprocal misunderstandings,” (Chekhov, 14). However, correct interpretations or not, he knew there was some talent swimming about at the MAT and it was unfortunately never found in the acting. In the late 1th century actor-centered theatrical system the ‘outstanding actors’ were judged in terms of individual performance and therefore mostly compared to their less outstanding colleagues. This should not detract from the revolutionary acting concepts such as the fourth wall, the objective, and the idea of using subtext that can all be traced back to Anton Chekhov and his work with Constantin Stanislavsky on The Three Sisters.

K is assumed to represent Konstantin

Chekhov, Anton. The Personal Papers of Anton Chekhov. Trans. S.S. Koteliansky and Leonard Woolf. New York Lear Publishers, Inc., 148.

Rudnitskii, K.L.. Russkoe rezhisserskoe iskusstvo. (188-107 The Art of Russian Directors. 188-107). Moscow Nauka, 18.

Stanislavski, Constantin. An Actor Prepares. Trans. Elizabeth Reynolds Hapgood. New York Theatre Arts, Inc., 16.

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Cancer Experience

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It is my own philosophy that in everyone’s lifetime, there is a certain event that takes place which paves the way for two different paths of either achievement or failure. It can strike at any given moment and has no sympathy for age or experience. My own experience was defined by a diagnosis of testicular cancer at the youthful age of thirteen, at a time when most my age were creating fond memories to be reminisced upon at a later point in life.

Ironically humorous, my sickness was initiated upon watching “The Tom Green Show.” On this particular episode, the host himself had just gone into remission for testicular cancer and had demonstrated methods of self-checking one’s own body for signs of disease. Still in the “mindset” as I like to call it, of a thirteen year-old whose most abundant concern was where I would be going that night, I initially paid little attention to the distraction on the television screen. Thinking about it now, the afternoon plays in my mind like the beginning of a movie the unknowing adolescent watching TV foreshadows the later, darker side of the plot in which sickness will overtake all. These were the last days of my true youth, the thirteen years which others can call eighteen, and the ones which would cry me to sleep later nights thinking about how it was before I had contracted my illness.

Within a time span of two or three weeks after witnessing the television program, I preceded to take the shower which would periodically replay in my mind for the remainder of my entire life. I stripped my clothes to the floor, making sure to let the water run a minute to warm up before I entered the enclosed glass tower. Strapping my towel to the sliding door, I stepped into the next year of my life just as I would any other previous day. I went through the motions shampoo, conditioner, and then the concluding stage of cleansing with a bar of soap. Stomach, arms, legs; it was all systematic until I felt “the bump”. The irony of the bump is how passive and trivial something as minor as a slight inflammation seems in context. Yet, that slight bump sent a wave of chills up my spine colder than any winter breeze nature could muster. These were the chills that God creates, specifically for moments in life when you know your life is about to stray off the assumed path of normality.

Embarrassment would be my enemy in the days that followed. It took almost five days of checking, rechecking and researching on the internet before I conjured up the will to tell my mother I thought I needed to go see a doctor regarding a strange formation on my testicle. To this day, I pride myself in having the courage to inform my parents of something so otherwise personal. My parents’ reactions were as I thought they would be extremely concerned, if not excessive as I had thought at the time. That very night my father scheduled an appointment with Dr. Carl Limbaugh, a name that would come up quite often over the course of the following year. That Thursday when I went for my checkup I was examined by Dr. Limbaugh, and was informed about a half hour later that I was indeed a probable candidate for testicular cancer. In the doctor’s office I remember the tears streaming down my mother’s cheek and my father sitting in the chair staring blankly at the carpet. I, however, never shed a tear; shocked to a point few ever attain, I simply sat and embodied my thoughts, as far away from the hell that I knew had just opened up before me as humanly possible.

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After my condition was officially confirmed two weeks later by lab tests, the unique experience of “guinea pig treatment” had begun. It started with the pills green, yellow, red, pink - I could have crafted a medical mosaic more colorful than Michelangelo could have ever imagined. Dizziness, fatigue, vomiting and migraines became an everyday ritual, as expected and as commonplace to my schedule as television had been the year before. Breakfast, lunch and dinner no longer existed, as I was forced to plan meals around my medicines. I soon found that the fear of death is not at all what makes insomniacs out of cancer patients, but the sheer unrest of capsule after capsule and their effects.

That December, four days before Christmas, gave birth to the second phase of my treatment. The time had finally come to undergo surgery to attempt to remove the cancer from my body, a procedure for which Dr. Limbaugh was known for his successes. One particularly beneficial perk to the procedure was the cessation of pill consumption for three days prior to the 1st. Otherwise, preparation was minimal and soon enough the day had arrived. Anaesthesia was admitted, and the next conscious memory I have was waking up in the hospital bed late that night. My mother was sitting in the chair next to the bed while my father was down the hallway at the snack machine. The expression on her face when I opened my eyes had the most reassuring effect on me, with a gaze that seeped into my soul and whispered to the depths that it had all ended. I was happy, excited at the thought that at that moment my body could have very well been free of cancer and my return to a life of simplicity and normality eagerly near. I left the hospital the day after Christmas, with a newfound confidence I had not felt since the day before I had been diagnosed. Soon, I echoed in my mind, this nightmare, this total hell of an existence, would all disappear. The time was approaching where I could find myself out living once again.

The rate of success after surgery for testicular cancer patients is 5 %. Consequently, fate preferred the number 48 in my case. Eight weeks after surgery, my parents and I were informed the cancer had spread to my other testicle, and that it was unlikely I would ever be able to bare children of my own blood. In a state of devastation and uncomprehendable depression, I had returned to my nightmare, realizing I had never awoken at all; I had simply fell dormant to dreaming. I was now faced with a new dilemma, a decision that would either shape the rest of my life or spell out my death - chemotherapy or a second attempt at surgery, in which Dr. Limbaugh did not recommend the latter. After a week of consulting other physicians and discussing amongst our family, a date was scheduled to commence with round one chemotherapy.

Chemotherapy, by its very definition, is an experience impossible to describe in words. I was left with a body absent of hair from head to toe. I was once again forced to receive my education via a private tutor, struggling to even make it through my daily lessons. At the lowest point of treatment, I simply closed my textbook, wondering the meaning of a knowledge home to eyes that would not even see another summer. Summoning every last ounce of strength I possessed, I got through each day with the sheer hope that one day I could put everything and all behind me and start anew with my so-called life. After two and a half months of subjecting my body to harsh poisons and chemicals - two and a half months of pure human survival in the most unnatural of conditions - I, John Haley Gowdy, lived to call that day my own. On March the 16th, 1, it was all over with the six ironically simple words that I had been living to hear for the past six months of my existence. That heavenly day in the doctor’s office that had before had been so closely associated with hell, Dr. Limbaugh announced, to my now weathered expectations, that I -

I, who had that very year been to the pits of hell and back again -

had been cured of cancer, and could now be officially medically considered in remission phase. In the back of my mind as well as off the tip of my tongue, I could manage only two words, as if I had been stranded in a desert for a year and had just now discovered water. “Thank God” I rasped. “Thank God, Thank God, Thank God.”

The strength and will which defined my being for six long months ring true to my personality to this day. The experience of surviving cancer has changed my life to the point that I now do not even consider myself living prior to becoming ill. I even find myself pitying others who fail to realize the potential and beauty of a human life, as I have come to realize thrives. The simplest things that I had found so bothersome before - waking up for school on time; doing homework; even attending church on a weekly basis - have now become priorities in which I pride myself and even manage to find great pleasure. Living through cancer has opened up my eyes to recognize my own responsibility to take each day for what it truly is, the most godly of blessings. Life, as most unfortunately do not realize until much later years, is simply too short a time to waste not living. To not attempt my best on a daily basis is a waste of that day, one in which I very well may have found myself six feet under rather than seven feet ahead. As I despise what cancer had put me through, physically and emotionally, it serves me now as a bittersweet stimulus. It has undoubtedly changed my life for the better and has led me to hold the deepest respect for the most otherwise trivial of things. As only a survivor of such an illness could understand, I almost wish my experience on the world. For if it were to be granted, the world for find itself in a more jubilant existence, one in which simply the sun shining on its back is reason enough to sit back and put on a smile.

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Alexander Calder

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Alexander Stirling “Sandy” Calder was one of the most innovative and original American artists of the twentieth century. Calder was born in Philadelphia, Pennsylvania. His mother, Nanette Lederer, was a painter and his father, Alexander “Stirling” Calder, and grandfather, Alexander Milne Calder, were noted sculptors. Young Alexander seemed to break the family tradition of studying art by enrolling at the Stephens Institute of Technology in New Jersey to major in engineering. But after graduating from college and holding a succession of jobs, Calder eventually returned to New York to study art (Nelson 001).

Calder attended classed at the Art Students League in New York from 1 to 16, supporting himself by working as an illustrator. Between 16 and 10, Calder went to Paris to develop his intricately assembled Cirque Calder, a work of performance art employing small-scale circus figures he sculpted from wire, wood, clothe, and other materials. Calder’s circus helped to establish him in avant-garde circles. At the same time, Calder sculpted three-dimensional figurative works using continuous lengths of wire, which he described as “line drawings in space”(Marter 11). His wire sculptures became another outlet for the artist’s explorations in space. One of his earliest wire sculptures was a portrait of Josephine Baker, the first of five he ultimately made of the dance (Marter 11). Many of these wire sculptures, such as his initial portrait of Baker, were affixed to bases. A number of later wire portraits, such as Aztec Josephine Baker, were made to hang from string or wire, so that their elements could dangle and move at the mercy of the wind. Indeed, such works would seem to be conceptual prototypes of Calder’s later mobiles.

In the early 10’s, Calder’s work took a radical turn. Association with Mondrain and other innovative artists working at the time influenced Calder to begin painting and constructing sculptures in an abstract manner (Nelson 001). Calder began to construct abstract kinetic sculptures. Two Spheres Within a Sphere, for example, uses a small wire crank, with sets in motion to two wooden balls within the sphere. Likewise, Pantograph features a small motor that whisks red and black disks back and forth through the air.

During a visit to Calder’s studio, fellow artist, Marcel Duchamp became particularly fascinated by one of Calder’s motor-driven sculptures. Duchamp suggested the term “mobile” to describe his work (Nelson 001). In 1, Duchamp opened an exhibition featuring thirty-one of Calder’s mobiles (Marter 11).

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Calder took this concept one step further by building large-scale mobiles for the outdoors, allowing his works to operate at the hands of weather’s fate. Steel Fish, for example, involves an intricate system of weights and balances, and depends on the strength of the wind to arrange or rearrange its composition. This particular work is an early example of the types of outdoor sculptures Calder would later build during the final years of his career.

By the late 10s, Calder had established himself and his work as a major force in twentieth-century art. As well as being the inventor of wire sculpture and the mobile, he was one of the first modern artists to create monumental work for public spaces. In a career that stretched to his death in 176, Calder became one of the best-loved and widely appreciated American artists of all time.



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amazon.com

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Recommendations

Books, music and DVD/Video accounted for 48% of 00 revenues for Amazon.com. As a result, we suggest that Amazon concentrate its business on this segment alone. It has the most expertise in this particular field(s) and thus is the most profitable for them. But we also suggest that Amazon drastically reduce its inventory of “physical” inventory in order to cut warehouse costs and the number of employees needed in the warehouse. A way to do this is to start selling e-books, books that can be downloaded onto your computer, charge a flat per song fee to download songs, and also charge a fee to download movies to your computer. By doing so, Amazon will stay within its market niche while inventory for these items will be almost non-existent.

Amazon should also move into a customer-to-customer auction forum, much like Ebay. By do this they can be more competitive with Ebay and still not have much inventory on hand, thus reducing costs.

We believe that their (Amazon) strategic alliances should continue to grow as the Business-to-Customer market increases, as will the Business-to-Business market. With all three of these suggestions, Amazons cost of changeover is minimal compared to keeping their traditional warehouse inventory method.

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Alternatives

Possible alternatives for Amazon include recruiting a new management team, one that focuses on making a profit rather than enlarging its market share. Capturing market share is indeed vital for any business to flourish, but if the business does not generate a profit it could end up bankrupt.

Another possible alternative is to phase out some of Amazons least profitable venues, such as appliance sales. By doing so they could sell off their least profitable sector and cut their losses now rather than incurring large amounts of debt by keeping large amounts of inventory and freeing up extra space for more profitable items.

(FEEL FREE TO ADD ANY MORE SUGGESTIONS AND/OR ALTERNATIVES)



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