Friday, November 29, 2019

An Inspector Calls by JB Priestly Essay Essay Example

An Inspector Calls by JB Priestly Essay Essay Example An Inspector Calls by JB Priestly Essay Essay An Inspector Calls by JB Priestly Essay Essay Essay Topic: Literature An Inspector Calls was written by J. B Priestly. It is set within an industrial town of Brumley. The play is a mystery drama which explores many kind of themes such as love, responsibility, lies and class and change. Responsibility is the main theme of the play. We see it occurring many times in the play. It shows that all of the characters, except Sheila and Eric, are irresponsible. They do not want to accept their responsibility for Eva Smiths death. An example of responsibility in the play is when Mr Birling says in Act One. Its about time you learned to face a few responsibilities. (Act One). But he, himself and his factory do not accept responsibility for what happens after Eva leaves. He is a hypocrite. His wife, Mrs Birling also does not face responsibility. She denies any responsibility for Evas death. She thinks that the father is to blame. She says in Act One. I blame the young man who was the father of the child. (Act Two). Ironically the father is her son, Eric. Another theme in the play is love. We can find several types of love. The romantic love of Sheila and Gerald, the family love of brothers and sisters and the inspectors love of the truth. There are also other attributes of love shown in the play such as gratitude, affection, loyalty and sexual feeling. All of these types/attributes of love are found in the play because Priestley wanted to show his audience whether or not the characters are sincere. The third theme in the play is lies. They lie to each other, to the inspector and to themselves. The characters try to lie in order to get out of their responsibility. An example of lie in the play is when Sheila says to Gerald. How did you come to know this girl? He then lies to his fianci by saying. I didnt. (Act One). Finally, the last theme is class and status. It is not a major theme like the other themes. It shows us that characters like Arthur Birling, value their position in the society. Towards the end of the play, Mr Birling says to Inspector Goole when he is about to leave. Look, Inspector- Id give thousands- yes thousands. But the Inspector replies. You are offering money at the wrong time. (Act Three). T his shows how much Mr Birling values his status. He does not want to destroy his reputation in the society. The play has bee set in 1912 just two years before World War One happened and before the titanic sank. It shows you that people like Arthur Birling, the ex-Lord Mayor who is arrogant and confident, could still be wrong even though they feel secure with their money and power. At the beginning of the novel, he tells his son and Gerald Croft. And I say there isnt a chance of war. (Referring to world war one). He also says. The Titanic- she sails next week-forty six thousand and eight hundred tons- forty six thousand and eight hundred tons- New York in five days- and every luxury unsinkable, totally unsinkable. (Act One). He felt so secure and confident about his words that two years later, World War One happened and the Titanic sank on its Maiden voyage. This allows the audience that they should not put their fate in him. Most of the actions are focused on Sheilas character, the Inspector and the dead Eva Smith. At the beginning of the play, we get an impression that Sheila is happy , delighted and pleased with her engagement. She acts girlish and spoilt when she receives the engagement ring from Gerald. She says to her mum when she gets the ring. Oh its wonderful! Look mummy-isnt it a beauty. You can tell from this that she is excited and enthusiastic and that is why her actions are like that. At the start of the play, her relationships to the other characters are good. They have love for each other. But as the plays continues, that relationships she had with the other characters at the beginning changes. Her feelings and relationships towards the characters changes as she finds out the truth about them. She gets to know the other side of the characters she never knew about. If we compared Sheila and her fathers actions, you would find lots of difference between them. For example, Geralds fianci e co-operate with the Inspector, all the way throughout the play. But her father, at first co-operates with Inspector Goole, but then becomes ignorant and rude to him due to his feelings that his status within the community may tarnish. Another example is that the ex-Lord Mayor denies any responsibility for the young girls death and thinks he is innocent. But his daughter accepts her responsibility and even thinks she is guilty. So we could now see the difference between the two characters. The Birlings dinner party has a particular impact on the mood and the tone at the beginning of the play. We feel their enjoyment and happiness before the Inspector arrives and every one feels comfortable in the dinning room. However, when Inspector Goole arrives, he interrupts their privacy and enjoyment. The Birling family and Mr Croft start to become awkward and uncomfortable. When the Inspector arrives at the Bilrings house, a new attitude appears in Sheilas character. She becomes more inquisitive and starts asking questions. She is concerned about what is going on. She responds to the Inspectors questions with prompt answers. It is like the Inspector has some kind of influence on her. She changed from being a young girl into a more mature young woman. Priestley uses the Inspector to create lots of tension in the play. One example is towards the end of the evening, the Inspector told us that not only the young girl ended her life, but also her child. this girl was going to have a child. (Act two). This is a shock revelation. This throws the audience and family back and a lot of tension and suspense is built up by Priestley. Mr Birling and Sheila got worried that it could have been Gerald but the Inspector reassures them it is not him. No, no. Nothing to do with him. (Act Two). This has created tension and curiosity in the family and audience about who the father of the child is. Another example is towards the end of the drama, Gerald finds out that the Inspector was a fake, the Birlings are relieved, but moments after, they receive a phone call from the police telling them that a girl has died in the infirmary and a police officer is on his way to ask questions. Mr Birling says to his family and Gerald Croft. That was the police. A girl has just died on her way to the infirmary-after swallowing some disinfectant. And a police officer is on his way here-to ask some-questions. (Act Three). They all look worried and the curtains fall. This has created lots of tension in the family. They thought they got away with it, but this time it is true and not a hoax. When Geralds fianci e hears that her father sacked Eva, she feels even more guilty. She says in Act One miserably. So Im responsible? (Act One). In Act Two, she again blames herself for leading the young girl to suicide. She says. Yes, thats it. And I know I am to blame-and I am desperately sorry-but I cant believe-I wont believe it-its simply my fault that in the end she committed suicide. That would be too horrible. (Act Two. ) Sheila Birling feels guiltier after hearing that she made her jobless after her father already did. J. B. Priestley creates tension and suspension towards the end of Act One and the beginning of Act Two by making Act One end right where the Inspector asks Gerald a question and then the curtain falls. This creates tension. The audience are waiting for Geralds answer in the next act. Sheila reacts very badly after hearing about Geralds summer affair with Daisy Renton. It was supposed to be her engagement night, a happy moment for her and the family but it seemed to have turned bad for the whole family. She fought she found the perfect guy but she hears that he has cheated on her. She says in the play. Were you seeing her last spring and summer, during that time when you hardly came near me and said you was busy? Were you? Yes, of course you were. (Act Two). From this quote, we can tell that she is not pleased after hearing about his summer affair. My impression of her character here to the beginning of the play is that Mr Birling s daughter now knows life is not always how you expect it to be. There are some ups and down. In the beginning of the play, she was happy and excited. It was the best moment of her life, but when the Inspector came, everything changed. Now Sheila is more grown up than she was before. She now knows that everything does not go according to how you want it to be. Sheilas reaction remains the same to the Inspector. She is very co-operative with inspector Goole. When she is asked a question, she answers it. But unlike the other characters, they get annoyed with the Inspectors questions. Her function in the play, in my opinion is to make the other characters confess the truth. When the Inspector asks questions, she warns them sometimes to stop acting so calm and confident nor should they feel that they could lie to the Inspector. She makes the other characters at times speak more than the Inspector. For example, when Inspector Goole is questioning Gerald, Sheila asks more questions because she wants to no more details about Geralds summer affair. My impression of Mr and Mrs Birlings daughter at the end of Act Two is she is feeling sorry for her mother. She says to her mother. Mother-I begged you and begged you to stop- (Act Two). But she refused to listen to her and she became agitated. The mood and atmosphere is much more tense at this point of the play. Sheila and Geralds relationship might break up. Her relationship with her mother and father may also break up. Also everyone wants to know if Eric is the father of Eva Smiths child. They are all waiting for him to enter. The use of photograph also causes tension and suspense in the play. The Inspector shows the picture to one person at a time and the rest wants to see the photograph, so they cannot wait for their turn. They all want to see the picture so therefore this creates more tension and suspense in the drama. We the audience are waiting on tender hooks to see whether or not the individuals have any connection to Eva Smith. As the involvement of each member of the family is progressively established, the structure becomes that of a whodunnit, with the Inspector apparently slowly unravelling the history of the twenty-four years old young woman. The audiences interest is sustained not only by the progressive revelation, but their desire of who is responsible for driving the young working class woman to suicide. Ironically, when the Inspector leaves the Birling family to sort out their family problems, Sheila acts like a parent. She tells her parent about not facing their responsibility. Her reactions compared to Eric are the same. She accepts her responsibility so does Eric. It tells us that the younger generation are willing to accept their responsibility more than the older generation. The ideas of responsibility and changes have developed through Sheilas experiences. For example, we learn that when Sheila realises how much damage she has caused to Eva Smith, therefore she feels responsible and her attitudes and values changes. Through Sheila, we are able to learn the differences in the other characters and we sympathise with her and have hope for a better society through the younger generation of Sheila and Eric.

Monday, November 25, 2019

A Day of Terror essays

A Day of Terror essays The events of September 11, 2001 are going to be remembered as the worst terrorist acts in United States history. These attacks were so well planned out that the American people could only hold their breath as each of the planes reached their intended targets. The country was at the mercy of these terrorists. The citizens of the United States could only watch the terror unfold as the day went on. We were forced to sit idly by and wonder if there was another planned attack and if so where were they going to strike next. When the first plane crashed into the North Tower of the World Trade Center, we had no idea that this was not just an unfortunate accident. We could not envision that this was the start of something far worse than anyone could have possibly imagined. Who could believe that this planned attack, the use of an airplane as a weapon, could do enough damage to a 110-story building to make it collapse? To watch, as innocent people, stuck in the tower above the airplanes impact actually jump out of the tower in desperation before it collapsed, will forever be imbedded in the Americans minds. Who would think that people in such a desperate state of mind would do the unbelievable? As if this wasnt enough, other terrorist attacks began to unfold in other parts of the country. As the news spread that a second plane crashed into the South Tower of the World Trade Center, our thoughts began to change from, Why would someone do this to us? to Whats next? We had just witnessed two airplanes crash into two different 110-story buildings causing them to catch on fire, trap innocent people inside and begin to sway. The unthinkable was about to happen. These two towers would collapse within thirty minutes of each other and thousands of innocent people would lose their lives. The combination of the flames and the force of the two towers collapsing actually caused two other buildings at t...

Thursday, November 21, 2019

Intercultural communication( this is the course I'm studying, not the Assignment

Intercultural communication( this is the course I'm studying, not the topic) - Assignment Example A very close American friend of mine was getting married that bright sunny day. However, I discovered to my dismay upon reaching the venue that I was the only Chinese guest invited to the event. This marriage got organized not long after I first landed in the US which meant that my experience in fluent English conversation was quite raw then. To worsen the issue, my naivety began to get the best of me as I could not decide on the best approach to handle cultural differences scattered all around me. Being a hardcore Chinese raised with good old traditional values, bowing to everyone I came across was just second nature to me. This proved to a problem in the American culture because I felt that instead of accepting my way of paying respect, other guests ridiculed it behind my back. This made for an uncomfortable experience because it made me feel lonelier. Fortunately, a very kind guy came to rescue me soon after and attempted to teach me the ropes in Chinese. He told me how some years ago he went to China to study Mandarin and how he witnessed their cultural differences which made him just as much uncomfortable in the start as I was feeling then. He told me how one good approach to cultural differences is assimilating with foreign people and conforming to their customs. This is called the foreign country approach (Martin and Chaney 6). It made me realize that my gesture of bowing spoke volumes about me not conforming to the local customs. It is true that intercultural communication depends on learning a new language to be able to converse easily (Cai 6). But, it is also about respecting other people’s way of communication, their customs, and to research on them to avoid misunderstandings. This essay is quite enlightening because it attaches undue importance to the matter of gaining acquaintance with social norms of a country before going there. It stresses that travellers going to foreign

Wednesday, November 20, 2019

Strategic Corporate Finance Workshop Research Paper

Strategic Corporate Finance Workshop - Research Paper Example A shareholder may not find investment in the company as an attractive option taking into consideration the time value of money. Thus, profit maximisation does not provide any assurance with regard to the timing and risk associated with the cash flow either. It can be concluded that profit maximisation does not help in improving the value placed on the company by the shareholders. It is needless to say that it is the funds from the shareholder that mainly supports the operations of a company and shortage in such funds could affect the survival of the company in the long run. Therefore, profit maximisation should not be the ultimate goal of a financial manager. Just like profit maximisation, sales maximisation would not bear an impact on the market value of the company. Sales maximisation does not even assure profit maximisation, leave alone enhancing the company's value. Sometimes, the cost involved in maximising the sales may even cancel out the benefit derived from it. In today's world, it is extremely important for every company to be socially responsible. Social responsibility includes maximising benefits to the employees and the society at large. In the long run, socially responsible actions taken by a company would also benefit the shareholders indirectly. However, social responsibility cannot be viewed as the main purpose of running a company. The company cannot put its social responsibility ahead of its own survival. Therefore, maximisation of benefit to employees and local community would not be the main goal of a financial manager. (d) Maximisation of shareholder wealth - Shareholders are the actual owners of a company. Shareholders investment is crucial for the survival of the company. The shareholders choose to invest in the company that can give highest returns on the investment made. Therefore maximisation of shareholder wealth should be the main goal of a financial manager. The financial manager should ensure that the resources are allocated in such a way that it results in maximisation of shareholders wealth. Answer 2:- (a) Net Present Value (NPV): Conversion of uncertain cash flow to certain cash flow Year Uncertain Cash Flow() Certain Cash Flow () (Uncertain CF x 0.75) 1 103,750 77,812 2 113,750 85,312 3 123,750 92,812 4 133,750 100,312 5 123,750 92,812 6 105,750 79,312 7 103,750 77,812 8 98,750 74,062 Computation of Net Present Value (NPV): [NPV = Present Value of Cash Inflow - Present Value of Cash Outflow] Year Certain Cash Flow () Discount Factor* Present Value of C

Monday, November 18, 2019

Explain something that your major has trained you to do (Economics) Essay

Explain something that your major has trained you to do (Economics) - Essay Example The major distinguishing factor between an economist and a non economist is that, they have different perspective to see an event that can be as ordinary as picking some flower from the nearby market. This difference in view comes from the analytical economic forecasting that the subject teaches us to become a more rational human being. This forecasting can be made a lot complex if we consider forecasting through statistical data analysis and that might be a whole lot harder to explain to a non economist. Therefore the present article emphasis on economic logics that helps us to analyse a situation and determine the right time to take an action that might be related with economics. Analytical economic forecasting follows a chain of events that it tries to sew with one another to get to the optimum decision destination. It starts with considering the focused event and ancillary events that are present around that furthermore it tries to grasp the future events that might follow throug h in short or long run. Before moving into details it should be kept in mind that economics is a social science and any event in society that is substantially important to influence the surrounding will have an impact on the economy. Let us now analyse what sort of impact a rise in crude oil price might have on the economy from an economist point of view. To a non economist rise in crude oil price will definitely knock his head considering the higher price that he might have to pay now for gasoline; the fuel his car run on. However the wrinkles on his forehead and the anger that lays dormant deep into his heart will be multi fold if he considers the spiral of events that will follow suit a rise in crude oil price. United States of America is the largest consumer of crude oil and the third largest producer of the same. However the deficit that the country faces in terms of excess demand has to be met through import of crude oil from abroad. It is clear a rise in crude oil price will put burden on America’s balance of trade and that is not a good sign for already weakening dollars (Rand, 1-9). Crude oil is the prime form of energy in America so a price rise will result in rise in price of energy, domestic and industrial alike. Several industries nation wide (if we restrict our views beyond the national boundary) uses crude oil or its refined form diesel, petrol or gasoline as raw material; a rise in the price of the same will definitely raise the price of those related products. What would be the effect on household? A simple example can be, perishable and non perishable goods reach our market through goods vehicle that run on crude oil related products. A rise in the price of crude oil will make logistic costlier. This will reflect in higher price for the related goods such as vegetables, meats, milks and etc. Eventually this cost will have to be borne by the consumers as the producers are always in look out to shift this extra cost burden to the consume rs. This is the initiation of inflation spiral where rise in price for a product results in rise in price for other products and eventually within the economy a price related anarchy breaks down that seldom get tamed unless intervened by the government or the market force that is demand and supply interact with optimum speed to settle at a new equilibrium. The government might set a ceiling on price, or use subsidy. Whether in a free market mechanism the higher price might result in lower demand and greater supply and eventual settlement of price at a

Saturday, November 16, 2019

Can People Choose their Identity?

Can People Choose their Identity? Can People Choose their Identity? Discuss in Relation to the Media This question raises two issues that are currently at the forefront of political and social debate – namely those of publicly displaying a belonging to a particular culture or society, and the ideological notion of choice. In addressing the question of choosing our cultural identity we have to establish what we understand by the term ‘cultural identity’ and, secondly, if we (as individuals) are able to freely choose an identity. For the purpose of this discussion I will attempt to unpack what is meant by the catch-all term ‘cultural identity; and also if it is something that can be ascribed to a person or if, indeed, a cultural identity is indelibly inscribed. Of course the idea that an individual is born to a certain set of social and cultural values has not been taken seriously since the advent of cognitive and behavioural theories of human socialisation. In fact use to the term national identity had been appropriated to cover these reductive descriptions. The debate surrounding cultural identity is often conflated with that of the construction of national identity, and in some cases a cultural identity comes from an association with a specific national identity, for example Irishness with a rigid set of conventions that determine the individual as different from being English, or even British. The words culture and nation can have wide ranging definitions depending on the context in which they are used. They are complex terms in their own right, and Raymond Williams has written a definition of what culture is, he states ‘the complexity, †¦, is not finally in the word but in the problems which its variations of use significantly indicate’ (Williams 1976:92). In order to set the terms of reference for this discussion a cultural identity is more fluid than a national identity. Anderson has stated in his definition of a nation, ‘it [a nation] is an imagined political community – and imagined as both inherently limited and sovereign’ (Anderson 1991:6). The nation state is imagined by its population as it is not possible for individuals to know all the members of that state, it therefore only exists as an imaginary construct within the individual. The human individual is a complex mixture of social and behavioural experiences and these factors are often obtained through socialisation within the family; social influences gained through friends and school; gender; and influence from various forms of mass media. First and foremost it is familial and social influences that determine our sense of identity. It is through the primary socialisation from our parents that a person develops a sense of the self and with it a consciousness of who and what they are. An individual begins to position her/himself in relation to other people who they know and have contact with. This environment is similar to that observed by Bourdieu who used the term ‘habitus’. He wrote ‘the habitus is both the generative principle of objectively classifiable judgements and the,system of classification†¦of these practices’ (Bourdieu 1984:170). This definition returns to the relationship between class and capital in the construction of a sense of the self, and the spaces occupied by that individual. The habitus can describe a place or space that a person feels comfortable inhabiting on a regular basis. For instance as a student I feel that my habitus is the university. This is a place where I feel that I belong to a wider community (of students) who have common interests and goals in their lives. The habitus may also be a location in which social conformity is necessary in order to be a part of that community. I am thinking here of dressing and talking in a certain way, acting or behaving. The habitus applies equally to gang culture. These are sub-cultures that have their own hierarchies and rules that must be followed in order for a member to remain a part of it. The fact that many of these rules are dysfunctional, for example initiation into that gang through violent or anti-social behaviour, is irrelevant. Bike gangs such as Hells Angels display these rigid rules whereby the identity of a member is determined by the wearing of group’s name along with the Hells Angels logo. Such has been the spread of this culture it is globally recognised as indicative of a particular cultural identity enjoyed by its members. This type of culture is typified by an association with certain objects, and in the case of Hells Angels motorcycles are the outward unifying signifiers. Members of this sub-culture have chosen this as their cultural identity – their machines, clothes, tattoos define who they are. And as with many sub-cultures membership is an act of public opposi tion to the dominant culture from which they emerged. Gang culture provides us with some easy to spot visual indicators of belonging to a particular culture. Other forms of cultural identity can be harder to unravel without providing a reductive account of that culture, for instance one based on race or religion. The most important factor that affects cultural identity is the mass media (film and television). The visual media have become an intrinsic part of the way we live our lives – mainly through the consumption of goods and services. Tomlinson (1989) has referred to a diachronic and synchronic way in which culture has developed over time. The former refers to a linear, historical form of evolution whereby one thing follows another. However in the contemporary image saturated world synchronic cultural development has taken place. Images are used in order to make meaning. One image relates to another but not necessarily in a linear and consequential manner. Styles can then be forged that are based on samples from other styles, resulting in meaning being derived from pure simulacra (Baudrillard 1982). This notion of the image breaks the linkage between sign and signifier and consequently changes the way in which we make meaning from images. The argument states that in a world dominated by signifiers (images) the concept of truth becomes meaningless as there is no such thing as a single truth or reality, a person can take what they want from images and that becomes a truth personal to the individual. In this way rap culture has taken this direction. It has taken other forms of representation in popular culture (such as soul music, rapping, reggae/dance hall) and produced something that has been socially radical for African Americans but has now become a global cultural identity for many people; an identity disseminated through television and film. In some ways the music has been appropriated by social groups to provide a cement for their identity. This has been evidenced by the use of jewellery, clothing, and speech. However although this is more of a general presence in social settings it is not true to say that rap is a cultural identity – it forms a part in the construction of a cultural identity, an identity that is also in opposition to mainstream white, male dominated culture. But can a white, Anglo-Saxon person be a part of this identity? Performers have tried, for example Vanilla Ice and Eminem, but they are active in the production and consumption of a good to be bought and sold. It is not the culture of rap, but the image (or rather the sound) that is being sold. The distinction between a cultural identity and a marketable product becomes strained at this point. The role of television and film in promoting products (music, clothes, cosmetics) and something that has a cultural resonance to an audience reduces an identity to a mere commodity. Gender roles are also affected by the adoption of certain forms of cultural identity. The rap/hip-hop culture has been criticised for the way in which women are portrayed. In quite vulgar ways women are portrayed as chattels and appendages to be worn like jewellery. This can be seen in music videos, lyrics in songs, and the language used by people who adopt this kind of life-style. But this is not only about representation, this kind of behaviour from women, as sex objects, is expected and it is a role that some women are expected to play out. So if females are to be a part of this identity they have to conform to a set of conventions that are regressive in their treatment as individuals and further compounds their status as secondary to men. In areas where particular cultural activities are dominant, then there is not necessarily the option of choice. If one lives in that community then one must behave in the way expected or be shunned by your contemporaries. The mass media are implicit in a process of ‘cultural imperialism’ (Tomlinson 1989) and promoting forms of street culture is a further extension of this process. Tomlinson put forward the argument that the global proliferation of television through satellite broadcasting and the selling of programme output at below cost has resulted in a homogenisation of culture throughout the world. Television can be accessed anywhere in the world and the social and moral values contained within this programming are spread to areas of the world where it previously did not have any influence. Not only does cultural imperialism pose a threat to indigenous cultures but selling programming cheaply makes it difficult for national broadcasters to make their own material, produced and performed by local people. The idea, then, of choosing your cultural identity is obscured by the influence of international mass media through the promotion of music, clothes, video games, and popular cultural f orms like film. Sport is one example of how cultural identity can be promoted and displayed in public, but it too raises some anomalies. During the recent cricket matches between England and Pakistan a reporter from BBC Radio 4 interviewed a group of British Asians and asked them who they were supporting. All of them supported Pakistan in the cricket, but then qualified it by saying they would support the England football team. Maybe this kind of poll shows more of people wishing to support favourites than any kind of partisan interest. However it does reveal that children of people from other countries who were born and educated in their adopted country show some ambivalence towards so called cultural identity. This identity can then be forged through the influence of mass media. In the time since Tomlinson wrote about cultural imperialism the volume and choice of television output has risen. There are many more niche channels catering for specific interests; international channels can be received such as those on the Asian Star satellite network. Access to this variety of material gives opportunity to sample images from different parts of the world, and children who have never left their adopted country experience sights and language vicariously and not just from their parents. In a sense there is some element of choice in selecting a cultural identity, but that is also contingent upon one’s own social and ethnic origins. However the definitions of the terms culture and nation dictate the complexity of the subsequent debate. The sociological study performed by Bourdieu (1984) comes closest within the limitations of this discussion. Cultural identity can also be seen as a particular life-style, one that is fuelled by the influences of the mass media, but also one that is influenced by social class, ethnicity, and the interests of capital. Indeed there are elements of choice to be made within particular life-styles but cultural identity cannot be selected and commodified as if it exists in a catalogue. Bibliography Adorno, Theodor.W (1972), The Culture Industry: Enlightenment As Mass Deception, in The Dialectic of Enlightenment (U.K: Herder and Herder). Anderson, Benedict (1991) Imagined Communities (London: Verso) Baudrillard, Jean (1983), Simulations, translated by Paul Foss, Paul Patton and Philip Beitchman (New York: Semiotext (e)). Bourdieu, Pierre (1984) Distinction – social critique of the judgement of taste (London: Routledge) Tomlinson, John (1991) Cultural Imperialism (London: Pinter) Williams, Raymond (1976) Keywords (London: Fontana Press) American Civil War: Effects Of Industrialization American Civil War: Effects Of Industrialization The American Civil War is widely regarded as the first great war of the industrial age. The impact of industrialization is most obviously seen in the introduction of new types of weapons, particularly at sea: the first battle between ironclads; the first ship sunk by a submarine; the use of mines (then called torpedoes). Except for the ironclads, however, these maritime innovations were too primitive or experimental to have much impact on the outcome. The impact of industrialization upon the Civil War, it has been argued, was far more crucial on the logistic and strategic levels than in weapons deployed on the field of battle. Put in brief, the Civil War has been widely understood as a war between an industrial powerthe Northand a largely pre-industrial society, that of the South. The contrast in their industrial capabilities showed most directly in the scale and conditions of their respective railroad networks. We are interested in two aspects of this familiar analysis. First, was it true? Second, and more subtly, to what degree were contemporaries aware of it? To the first point we must return at the end of this essay; we will only pause here to note that the Unions industrial superiority has become, along with the Confederacys structural internal weaknesses, the standard explanation for the outcome of the war. The second question is an interesting and important one in its own right; moreover, it bears upon the first. We have become accustomed to what may broadly be called an economic interpretation of war, and it is a modern commonplace that an industrial power has an overwhelming military advantage over a nonindustrial society. The more industrialized power can call upon both superior technology (e.g., advanced jet fighters) and upon a much greater and more reliable supply of materiel of all sorts. However, in the mid-nineteenth century, industrialization and modern technology were too new to have yet made a deep psychological impact. The British army, for example, issued until 1840 a little-modified version of the Brown Bess musket that had first been introduced before 1700. Until about the same time, Britannia ruled the waves with ships that were essentially only refined versions of those that defeated the Spanish Armada in 1588. Long before the industrial revolution, Western armies were routinely defeating non-Western opponents; the did so not through superior weapons or resources, but by an exceptionally formidible military tradition, ultimately perhaps the heritage of Rome. The Civil War, however, pitted two sides that shared the Western military heritage, but differed greatly in their industrial capacity. Robert E. Lee was most certainly not outclassed by any Union general in his understanding of the principles of modern (by 1860 standards) warfare. The generals of the two sides had learned their trade side by side, at West Point, in Indian wars, and in the Mexican War. In their understanding of the battle field arts there was no significant difference between the two sidessave, perhaps, that Southern generals were on the whole better at it. In Lee, the Confederacy had from the outset a field commander and strategist of the first class; Lincolns struggle to find an adequate field commander is famous. The South was, moreover, the most martial part of the United States (itself a cause of its advantage in generals). In fighting qualities, Confederate soldiers of every rank were certainly the equal of their Union counterparts, yet in the end the South lost. We argue that it lost largely because of the Unions industrial superiority, but to what degree was anyone, on either side, aware of this fact? Moreover, if the leaders (and people) of one or the other, or both, of the warring sides were not fully aware of these factors, to what degree could they make use of them? Let us begin the industrial comparison with the industry and technology that had the most direct impact, not on the battlefield but behind it. The North had a very much more extensive rail network, with not quite two and a half times as much rail mileage as the South. The Union could employ this network to move troops and materials to where they were needed; moreover, it had the basic industrial capacity to sustain and enlarge its rail network under the stress of war. In contrast, the railroad network of the South, limited to begin with, could not sustain itself in the face of either destruction at the hands of Union raiders, ormore important in the long runthe daily wear and tear of wartime operation. By the later years of the war, the Souths railroads were essentially useless, while the North was able to extend its railheads at need to meet the requirements of its forces. Even before the Souths railroads were worn down, this difference of degree was sufficient to be also a difference of kind; the Norths rail system was a true network, offering multiple routes between any given destinations. This both increased effective capacity, since troops and supplies could be sent along two or more routes, but also allowed the system to function even if a particular link were cut, by accident, a Confederate raid, or even a major Confederate advance. In contrast, the Souths railroads were more isolated; if a line was lost, there often was no other that could be used. Now, the Civil War was not the only major war of its era in which industrial powers were ranged on one or both sides. The decade and a half bracketing the Civil War saw a series of European wars, from the Crimean War to the Franco-Prussian War of 1870. Although the first of these saw the introduction of ironclads for shore bombardment, it was essentially a pre-industrial war. By contrast, the War of 1870 was thoroughly industrial: both sides deployed new types of long-range battlefield weapons, while the Prussians won their decisive victory largely through their use of their railroads for mobilization and troop deployment. This use of railroads was an innovation by the Prussian General Staff, and was far more systematic than any use of railroads during the Civil War. Moreover, there is no reason to think that the Prussian planners were inspired by the Civil War railroad experience, or even that they were particularly aware of it. European military thinkers, indeed, tended in general to ignore the Civil War. It has been suggested that they did so to their great cost; the Civil War foreshadowed the First World War in that it showed what might happen in the industrial age if neither side in a war succeeded in delivering a swift knockout blow Therein lay the difference between the experience of railroads in warfare during the Civil War and during the War of 1870. No one on either side in the Civil War had neatly drawn-up timetables of the Prussian sort; in the nature of the case they could not. The use of railroads in the Civil War was discovered by improvization and experience. As we will see, the readiness to improvise and learn from experience was perhaps the subtlest, but mist profound, advantage that the Unions commanders had over their Confederate counterparts. The duration of the Civil War also expanded the strategic scope of railroads. In the War of 1870, the Prussian railroads had essentially done their work by the time the major military encounters began. In the Civil War, generals on both side found occasion to employ railroads in strategic movement. Here the advantage lay with the Confederacy, simply because it operated along interior lines; as early as the Shiloh campaign of 1862, they were able to move forces over hundreds of miles in order to concentrate them against Grant. Returning for now to the purely material aspect of industrialization, behind railroads lay a difference in overall industrial capacity. This industrial capacity not only underlay the sustenance of the rail network itself, but determined the degree to which supplies of all sorts, from artillery pieces to provisions to boots, could be provided. Items that sound trivial to the modern civilian were crucial to the soldier in the field; in one letter, a Confederate army nurse begs desperately for shoes, and her brothers in the ranks must have felt the lack even more urgently. At the most fundamental level of all, industrial capacity determined the degree to which manpower could be released for military service. At the beginning of the Civil War, the North was already a relatively urban society, in which a minority of the population (primarily the farmers of the West) were able to provide the necessities of life to the rest. A great deal of manpower could therefore be mobilized, year-round, without cutting critically into the Norths ability to survive. In contrast, the South was an agrarian society. It is true that much of the Souths prewar agriculture was cash-cropping, not subsistance, but this did not alter the fundamental issue. Once the Souths cash-crop market was denied it, it was thrown back upon its own resources to feed itself, and a substantial fraction of the healthy male population was required, at least at some times of the year, to be available to work the land. Desertions, particularly around harvest and planting times, were a perennial problem for the South. Above all, the industrial capacity of the North allowed the Union to put a much larger army in the field, ultimately tw ice the size of the Confederate army, approximately 600,000 as against 300,000. Finally, in speaking of the Souths wartime economic crisis, we are brought around in a sense to our starting pointthe maritime dimension of the war. The wars naval innovations were, in and of themselves, inconsequential. Had neither side had ironclads, or had there been no experiments with mines, torpedoes, or submarines, the outcome would not have been significantly different. The one exception is only partial, because it applies to a technology that was no longer innovative by 1861: steam propulsion. On the open sea, even steam changed nothing fundamentally; the Union could have blockade the South as well with sailing frigates as it did with steamers; the British had done so quite effectively during the War of 1812. On the Mississippi and other rivers, however, the situation was different. Sailing ships cannot operate effectively in the confined and shallow waters of a river, while oared galley gunboats are limited in size, and therefore the number and power of guns they can carry. They are in any case very costly in manpower, and cannot row upstream save on a very slow-flowing river. The Unions river operations, which eventually succeeded in cutting the Confederacy in two, were therefore distinctly a feature of the steam age. Moreover, on the rivers, as everywhere else, the Norths industrial might showed to effect. The South might have lacked a significant oceangoing merchant marine or blue-water shipbuilding capacity, but river steamers had long been a major feature of Southern life. Here, if anywhere, the South might have been able to compete on equal terms. But the North had the capacity to build and man large numbers of armed river steamers, including ironclads and tinclads. In the event, the South lost control of the Mississippi well before its armies on either bank were defeated, but once it lost the river, those armies were cut off and could no longer support one another. But we must now return to seapower, as opposed to river power, and thus to perhaps the most fundamental of all the consequences of the Norths industrial superiority. The industrial North had the shipbuilding capacity (and, perhaps equally important, the maritime community) to establish and maintain dominance at sea. The Union blockade could be run, but it could not be broken, so the South was never able to re-open the vital trade link by which it might have been able to export its cotton and thereby purchase and import munitions and other sinews of war. For the ordinary Southernereven for a Confederate generalthe economic strangulation of the South did not appear in a strategic light, but simply as a difficult fact of life. Inflation and shortages eventually rendered Confederate money more or less worthless, but in the memory of Confederate General Basil Duke, the money itself became almost irrelevant, having only a symbolic meaning. The South was thrown back effectively on a subsist ance economy, and there is a heroic quality in the ability of the Confederacy to supply its armies at all, even if badly. The fact of the blockade, and the Souths inability to break it by a decisive victory at sea, had a more more immediate military impact, however, than that of the eventual threat of starvation. It forced upon the South a fundamental inequality of objectives on the battlefield. Other things being equal, the Confederacy was doomed to be sooner or later strangled by the blockade. The only way it could escape this fate was by winning decisively on the field of battle. It had either to smash the Union armies so thoroughly that the North lay open to invasion, or at the least deal so crushing a blow that the Norths population lost the will to fight. In fact, thanks to its excellent generals, the Confederacy came close to doing so, but never quite close enough. In contrast, the Union had only to hold on, and avoid the defeat or demoralization that the Confederate generals sought so desperately to inflict. Its ultimate strategic victory was in effect certain, if only it could avoid defeat in the meantime. On occasions it barely did so, but the point remains that the fundamental objectives of the two sides were not equivalent, but rather complementary, and in a way that favored the North. The Confederacy had to win its battles. The Union had only to avoid losing them. Lee could not afford to go on winning and retreating, whereas Grant could afford to go on losing and advancing. We may now turn back to the matter of perception. Confederate generals, as noted earlier, were on the whole superior to their Union counterparts; this is one of the most familiar facts of the war, and has entered deeply into what may be called the legend of the war, particularly on the Southern side. Had Lincoln and Jefferson Davis begun the war with one anothers generals, we may suspect that it would have been ended very much earlier. But there is some evidence that many Southern commanders had a persistant blind spot in understanding that one aspect of industrializationrailroadsthat impinged directly upon their military tasks. Confederate general Joseph E. Johnston, for example, was distrustful if not scornful of the new technology of mechanized rail transport. He eventually gained some awareness of how railroads could be used in the movement of troops and material, but he was slow to do so. This blind spot was not universal, as the Shiloh concentration showed, but it may have been characteristic. The martial culture of the South was broadly backward-looking. To many Southerners, the railroad may have appeared not exactly as a Yankee innovation, but as part of that alien, urban, smokestack culture, foreign to their experience and values. Railroads hardly appeared in the Union soldiers vision either, however; Harvey Reid, who had the advantage of being a headquarters staffer with Shermans army, mentions railroads only in the context of the destruction of railroad facilities at Atlanta. This might well be a consequence simply of the of the fact that the Union forces were on the offensive; in the railroad age, unless enemy railroads were captured intactand the enemy was seldom so carelessthe railheads were left behind as soon as an army began to advance. In general, the industrial inequality of the two sides in the Civil War seems to have been little-recognized by contemporaries, at least in the general and conceptual sense. The importance of railroads was acknowledged, at least in a negative sense; destruction of enemy railroads was always a prime goal of raiders on both sides. But of the broader industrial disparity we find little acknowledgement. From the perspective of both sides, this is perhaps inevitable. Considering the Northern view first, the advantages of their superior capacity was something they probably took for granted. Soldiers do not write home to their wives to delight in the fact that ammunition, food, and shoes are available. So long as they remain available, they are largely taken for granted. More generally, if at the outset of the war many Northerners had the perception that their industrial superiority would assure victory, they were quickly disabused of it by the early and continued successes of Confederate armies. In the case of the South, something of a mirror image applies. If Southerners at the start of the war had held the perception that the Unions superior industrial base ensured its ultimate victory, they would scarcely have succeeded from the Union and marched to war with the confidence that they did. And, again, their victories long gave them reason to think they might prevail. As the effects of the disparity gradually made themselves felt, they appeared in the form of perennial shortages; a generals remark on high prices and the worthlessness of money, a nurses plea for shoes. On the ground, the fact was that Confederate armies fought well, and with determination, almost to the very end. We must come around again, then, to the first of the questions posed early in this discussion. Did the industrial superiority of the North lead to its victory. The consensus of historians is that it did. But as Gabor Boritt trenchantly points out, in much of the recent scholarly study of the Civil War and its outcome, the fact of the war itself seems almost to drop out of the equation. In response, he argues that the outcome was, in fact, ultimately contingent. In spite of all the material advantage accruing to the North, the Confederate armies won many of their battles; had they won a few moreGettysburg comes to mindthe Union war effort might have begun to disintegrate, and the war would then have had to be settled upon terms. A comparison may be made to the First World War; Germany was economically overwhelmed in much the way that the South was, but German offensives still came close to breaking the Allied armies as late as the summer of 1918. Had they done so, then (regardless of the specific terms of settlement), the war would have gone down as a German victory. Where the disparity of industrial power made itself felt, as was suggested earlier, was in the unequal victory conditions forced upon the two warring sides. To bring the war to a satisfactory close, the Confederacy had to win a strategically decisive victory, while the Union had only to avoid a strategically decisive defeat. Particularly in the earlier part of the warbefore the consequences of the industrial factors made themselves directly feltthe difference was critical. Had Jefferson Davis had as much difficulty finding a good general as Abraham Lincoln did, the outcome of the war might have been very different. The South had to win in the field, and it very nearly did. The North had to avoid defeat in the field, and it just managed to do so. That is the ultimate measure of the disparate industrial capacities of the two sides.

Wednesday, November 13, 2019

Essay --

Do you know what does corporate social responsibility mean? According to a few information from ic.gc.ca (Canada government website), Corporate social responsibility abbreviated by CSR that mean the way firms integrate social, environmental and economic concerns into their values, culture, decision making, strategy and operations in a transparent and accountable manner and thereby establish better practices within the firm, create wealth and improve society. The World Business Council for Sustainable Development has described CSR as the business contribution to sustainable economic development. Building on a base of compliance with legislation and regulations, CSR typically includes commitments and activities pertaining to: corporate governance and ethics, health and safety, environmental stewardship, human rights (including core labor rights), human resource management, community involvement, development and investment , corporate philanthropy and employee volunteering , customer s atisfaction and adherence to principles of fair competition , anti-bribery and anti-corruption measures accountability, transparency and performance reporting, supplier relations, for both domestic and international supply chains. Generally, corporate social responsibility is usually useful for business because it can improve company’s net income. However, there are a lot of discussions over the topic. Some agree that social responsibility helps boost the company’s bottom line. Others say social responsibility really drags down the company’s bottom line. In my opinion, corporate social responsibility can improve company’s bottom line (net income). I want to talk about Sheraton hotel for interesting example to support my idea. First, Sheraton hotel is... ...l. If they are successful, they will create brand name for that company and help the company to increase revenues, profits. It means the corporate social responsibility improve company’s bottom line. In conclusion, I think the corporate social responsibility improve company’s bottom line. For these reasons, we also can see famous companies on the world; they have the corporate social responsibility policies to refer business strategy. They will assist net income of company to improve and significant rise in profits. Reference: Porter, K. (n.d.). American cancer society. Retrieved from http://action.acscan.org/site/News2?page=NewsArticle&id=8703 Corporate social responsibility. (n.d.). Retrieved from http://en.wikipedia.org/wiki/Corporate_social_responsibility corporate social responsibility. (n.d.). Retrieved from http://www.ic.gc.ca/eic/site/csr-rse.nsf/eng/home

Monday, November 11, 2019

Foreign Market Entry Strategy – Four Seasons in Brazil

[pic] [pic] Four Seasons Hotels and Resorts Strategic Marketing Plan for Entry into Rio de Janeiro, Brazil [pic] EXECUTIVE SUMMARY Four Seasons Hotels and Resort is the world’s premier luxury hotel management company. It is currently operating 83 hotels in 35 countries and has built an unrivalled reputation for reliability, trust and connection with its guests (Four Seasons, 2010). As the hotel mogul prepares to enter Brazil, this paper narrates in detail the marketing plan Four Seasons will implement in the local geopolitical environment. Brazil’s present political, legal, social and economic state draws the conclusion that acquiring a local luxury hotelier while utilizing its business resources like a partner, is the best mode of entry for Four Seasons. Fasano’s grandiose local brand recognition as a world-class hotelier and partnership with Brazilian real-estate developer, JHSF, makes it an ideal candidate for Four Seasons’ market entry strategy. Exceptional personalized customer service, an integral part of Four Seasons’ brand image and strategy, is standardized and will be directly transferred when entering Rio de Janeiro. Acquiring Fasano’s hotel in Rio de Janeiro, while simultaneously retraining all of its existing staff members will accomplish Four Seasons’ main objectives when entering Brazil which include: 1. Providing a standardized service Four Seasons’ target market has come to receive and expect, while showcasing an authentic Brazilian experience for its guests. 2. Establishing a genuine connection with the local community and understanding Brazilian culture to ensure a sustainable business relationship for future expansion. 3. Utilizing the most ffective and efficient market strategy to expedite Four Seasons’ entrance into Brazil. To guarantee a successful entry into this new growth market, two Integrated Communications Campaign strategies will be put into place to reach out to the local community and international consumer base. TABLE OF CONTENTS I. EXECUTIVE SUMMARY1 II. TABLE OF CONTENTS2 III. COMPANY AND SERVICE OVERVIEW3 A. FOUR SEASONS HISTORY3 B. RECENT DEVE LOPMENTS3 IV. MARKET ATTRACTIVENESS ASSESSMENT5 A. ENVIRONMENT OVERVIEW5 1. CULTURAL ENVIRONMENT5 2. POLITICAL ENVIRONMENT8 3. ECONOMIC ENVIRONMENT10 4. LEGAL ENVIRONMENT12 B. COMPETITIVE ANALYSIS14 1. MAJOR COMPETITORS14 2. SWOT ANALYSIS FOR FOUR SEASONS21 C. POTENTIAL TARGET MARKET ASSESSMENT22 1. FOUR SEASONS’ GUEST DEMOGRAPHICS22 2. TARGET SEGMENTS23 V. MARKET ENTRY STRATEGY25 VI. MARKETING MIX PLAN28 A. BRAND STRATEGY28 B. PRODUCT/SERVICE29 C. PRICE34 D. PLACE35 E. ADVERTISING AND OTHER PROMOTION35 1. Integrated Communications Campaign for Brazilians35 2. Integrated Communicates Campaign for International Travelers37 3. FIFA World Cup 2014 & Summer Olympic Games 201640 VII. CONCLUSION & RECOMMENDED RESEARCH40 A. SECONDARY RESEARCH41 B. PRIMARY RESEARCH41 1. SURVEYS41 2. FOCUS GROUP42 3. IN-DEPTH INTERVIEWS43 4. OBSERVATION STUDIES43 VIII. REFERENCES44 COMPANY AND SERVICE OVERVIEW 1 FOUR SEASONS HISTORY Isadore Sharp, founder of The Four Seasons Hotels and Resorts, opened his first hotel in Toronto, Canada in 1961. A modest hotel with 125 affordable rooms, The Four Seasons Motor Hotel marked the beginning of a new kind of hotel in which every customer would be treated as a special guest. Within ten years, three hotels had been opened in Canada, leading to the opening of the company’s first hotel abroad in London, England in 1970. Over time, Four Seasons made four strategic decisions that formed the pillars of the company. The first pillar, quality, was chosen during the initial expansion abroad in the 1970s, to continuously meet guest expectations from one hotel to the next. Four Seasons as a brand would represent exceptional quality with a focus on being the best hotel in each location. The second strategic decision was to build Four Season’s competitive advantage in service. Four Seasons was recognized for its superior service with the opening of its first branded U. S. hotel in Washington, DC in 1979. During the 1980s, Four Seasons continued to expand and introduce flagship hotels throughout the US. The brand name began to develop and a distinct brand image was created. The third pillar, culture, would play a significant role in the growth of a strong brand name. The corporate culture became based on the Golden Rule, which Mr. Sharp defines as â€Å"to deal with others—partners, customers, coworkers, everyone—as we would want them to deal with us† (Martin, 2008). In 1985, Four Seasons added branded private residences to their hotels and began to transition from a hotel owner to solely a hotel management company. With the change, the fourth pillar evolved: â€Å"to grow as a management company and build a brand name synonymous with quality† (â€Å"Four Seasons Hotels and Resorts- About Us: Four Seasons History,† 2010). Since, Four Seasons has created a brand name worth much more than its real estate by offering the best service to luxury travelers around the world. Four Seasons has consistently innovated the services offered at its hotels over the years, becoming the first to offer shampoo in the shower, 24-hour room service, bathrobes, cleaning and pressing services, a two-line phone in each guest room, a well-lit desk, a full-service spa and 24-hour secretarial services (Martin, 2008). In 1986, the company went public and was listed on the Toronto Stock Exchange. A strong brand name allowed the Four Seasons to engage in a series of successful hotel openings across the world in the 1990s and into the new millennium. The company has gradually expanded its portfolio of resorts to include 83 hotels and resorts in 35 countries and continues to grow in both size and recognition today. Every hotel, from Cairo to Chiang Mai to Milan, demonstrates the four pillars that Mr. Sharp has built the Four Seasons brand upon. 2 RECENT DEVELOPMENTS Headquartered in Toronto, Canada, Four Seasons Hotel and Resorts became the first large hotel company to manage hotels through real estate owners and developers. In 2007, Four Seasons Hotels returned to private ownership, with Bill Gates and Saudi Prince Alwaleed Bin Talal each owning 47. % of the company, and Mr. Sharp owning the remaining 5% (Segal, 2009). The purchase was based on the decision to expand more aggressively, specifically into regions not conducive to public companies (O'Brien, 2008). With operations in 35 countries, it has been extremely successful abroad and will continue to expand into new markets in the future; the Chinese and Indian markets are pre dicted to play a vital role in the future of the company (â€Å"Four Seasons CEO Sees Luxury Trajectory,† 2009). As a hotel management company, Four Seasons has complete control over all hotel operations, participates in the designing of new hotels, and earns approximately 3% of revenue from hotel owners in addition to collecting fees to cover global sales, marketing, and reservations (O’Brien, 2008). The major decision makers in the company headquarters currently are: ? Isadore Sharp: Founder, chairman, and CEO ? Kathleen Taylor: President and COO ? Jim FitzGibbon: President Worldwide Hotel Operations ? Nick Mutton: Executive Vice President Human Resources and Administration ? Scott Woroch: Executive Vice President Worldwide Development ? John Davison: CFO and Executive Vice President Residential ? Antoine Corinthios: President Europe/Middle East/Africa ? Susan Helstab: Exective Vice President Marketing (Four Seasons Hotels and Resorts- About Us: Corporate Bios, 2010). Four Seasons is continuously recognized as an outstanding company winning awards year after year. Four Seasons has remained on Fortune’s 100 Best Companies to Work For every year since 1998, for a total of twelve consecutive years (â€Å"Four Seasons Hotels and Resorts- About Us: Four Seasons History,† 2010). Twenty-two of the Four Seasons properties have also been recognized for excellence in the hospitality industry with the AAA Five Diamond award in 2010 (2010 AAA/CAA Five Diamond Lodgings). This is a very prestigious award, presented only to â€Å"0. 27% of the 60,000 Diamond Rated lodgings and restaurants throughout the United States, Canada, Mexico, and the Caribbean,† truly setting Four Seasons Hotels apart from its competitors (â€Å"Five Diamond Award Winning Hotels and Restaurants,† 2010). The thirtieth anniversary issue of the Robb Report,  published in 2006, included the Four Seasons on its list of â€Å"the most exclusive brands of all time† alongside other luxury brands such as Rolls Royce, Tiffany’s and Louis Vuitton (â€Å"Four Seasons Hotels and Resorts- About Us: Four Seasons History,† 2010). Conde  Nast Traveler also consistently recognizes the Four Seasons as a leader in the hospitality industry. On  Conde  Nast Traveler’s Global Top 100 List, eighteen Four Seasons’ hotels have been included, which is triple the amount of the next most-listed hotel chain (Martin, 2008). By incorporating the four pillars into its business strategy, the Four Seasons has developed into one of the most-recognized prestigious brands within the hospitality industry. Through its constant focus on excellent customer service in all markets, Four Seasons creates a brand that is immediately associated with exceeding customer needs and expectations in every location. Mr. Sharp summarized the idea by saying â€Å"If you don’t meet it every time, you don’t have a brand† (â€Å"Four Seasons CEO Sees Luxury Trajectory,† 2009). The architecture of a hotel is irrelevant because any competitor can replicate it, however the employees of the Four Seasons differentiate the company by constantly delivering the premier service promised to the guests, hence, creating the strong brand image travelers associate with Four Seasons. In addition to providing timely and sophisticated service, employees are trained to personalize the service delivery through customer name recognition and offering unique services to match guest preferences. Training employees to deliver customized service has been a greater challenge, because â€Å"personal service is not something you can dictate as a policy. It comes from the culture† (O'Brien, 2008). Mr. Sharp explains the effect of a strong corporate culture on the guests: â€Å"how you treat your employees is how you expect them to treat the customer† (O'Brien, 2008). Brand integrity, coupled with the corporate pride instilled in 30,000 employees worldwide, is what allows Four Seasons to charge a premium price. The company has become legendary for its unmovable standards, despite economic recessions, believing that altering room prices will diminish the brand. Four Seasons loyal guests continually pay premium prices because they are confident the superior service that is expected will be delivered. Each Four Seasons Hotel and Resort strives to achieve the ideal balance of adaptation to the local environment and standardization of the service. Four Seasons Hotels are built after comprehensive research of the market and country to adapt to the local style and create an authentic experience for guests. The company does not have a uniform style that is common in many competitors such as The Ritz Carlton. While the hotel is built to reflect the local culture, service is standardized across all Four Seasons properties. This is a key factor to the adaptation/standardization balance as service is considered the company's sustainable competitive advantage. Guests expect to receive the same high-quality service at every Four Seasons hotel, despite being in a different country. Room rates also vary at different properties, taking into account seasonality, economic factors of the host country, and exchange rates. However, each hotel offers a fairly large price range to reflect the different types of rooms and suites available in the property. MARKET ATTRACTIVENESS ASSESSMENT 1 ENVIRONMENT OVERVIEW 1 CULTURAL ENVIRONMENT 1 HOFSTEDE CULTURAL DIMENSIONS |Country |PDI |IDV |MAS |UAI |LTO | |CANADA |39 |80 |52 |48 |23 | |BRAZIL |69 38 |49 |76 |65 | |URUGUAY |61 |36 |38 |100 | | (â€Å"Geert Hofstede Cultural Dimensions,† 2009) Although three main target segments for Four Seasons in Brazil are non-Brazilian nationals, the company must acknowledge cultural differences to be properly prepared to select, train, and compensate local employees and positively interact with local businesses. Local firms are vital to Four Seasons’ business model since they have significant control over word-of-mouth promotion for the hotel. In order to receive customers for conferences, catering or special events, a lasting relationship needs to be built with firms in the local environment. Additionally, it is important to understand cultural dimensions to be successful in acquiring the tangible aspects of the business that are locally sourced. According to Hofstede measures, Canada and Brazil vary drastically on all cultural dimensions excluding masculinity. Compared to Canada, Brazil has a very high Power Distance index (â€Å"Geert Hofstede Cultural Dimensions,† 2009). As a result, the Four Seasons Introductory Training Program (FSITP) may need to be modified. Currently, all new employees representing different levels of the organization, including housekeepers, department managers, non-paid interns, etc. , are placed into one large group for FSITP. Since local Brazilians expect a sharp division between subordinates and supervisors (Gillespie, Jeannet, & Hennessey, 2007), separate training schedules may be instituted to account for differences in responsibilities. This could pose a difficult challenge because the training program is very standardized and is one of the components that provide the service competitive advantage. On account of strict boundaries between subordinates and supervisors, lower-level employees are not as comfortable with empowerment than those in low power distance cultures (Gillespie, Jeannet, & Hennessey, 2007). The Four Seasons managers may want to consider providing narrow and clear job descriptions. If narrow job descriptions are constructed, managers must establish monitoring systems to void bureaucratic inefficiencies. The greatest difference between Canada and Brazil is on the Individualism ranking. Compared to Canada, Brazil is a highly collectivist culture. (â€Å"Geert Hofstede Cultural Dimensions,† 2009) This facet creates a significant challenge in dealing with local businesses, whether clients or suppliers. Building and maintaining a relationship demands a substantial amount of time and effort devote d to face-to-face meetings. It is not an easy task to form a business contract with Brazilians without creating a relationship. This task is increasingly difficult because Brazil is also a high uncertainty avoidance culture (â€Å"Geert Hofstede Cultural Dimensions,† 2009). In these circumstances, it would be extremely wise to partner with a Brazilian representative. By capitalizing on a local representative's already established personal and business contacts, Four Seasons can conserve a great amount of resources. As it would be almost impossible for a local representative to provide every contact, a significant amount of time needs to be allocated for lengthy negotiations and contact building. Although Brazil and Canada drastically differ in Hofstede cultural dimensions, it is important to recognize Four Seasons as a profitable multinational company. It has successful experience conducting its business model across various geographic areas, including Latin America. While the Four Seasons should not replicate their strategy entirely, it would be unwise to not utilize prior knowledge gains from countries, such as Uruguay, that are culturally very similar to Brazil. 2 EDUCATIONAL SYSTEM The average number of years of education for the population entering the workforce is five (Fraga & Bowler, eds. , 2008). Lack of a properly trained workforce could negatively impact the internal operations of the Four Seasons. Strangely, Brazil's public universities are excellent in contrast to the country's under-resourced primary and secondary schools (Fraga & Bowler, eds. , 2008). Accordingly, Four Seasons should consider partnering with local universities to provide internships, job opportunities, or management training programs. Apart from managers, Brazil's poor education standards may not adversely affect Four Seasons because the company heavily emphasizes personality, rather than work experience, in recruiting and selection. Instead, Four Seasons relies on its comprehensive training program to provide the skills necessary to perform required tasks and meet the company’s core standards. 3 GENDER ISSUES Common among several Latin American countries is the notion of machismo, the belief that males are superior to females (â€Å"Doing Business in Brazil,† 2007). Machismo is perpetuated through society with the assignment of traditional roles to men and women. While this view has recently been challenged due to the influx of Brazilian women into both higher education and the workforce (â€Å"Doing Business in Brazil,† 2007), managers should be aware that it exists. Furthermore, many customers of Four Seasons will be from foreign countries where the same gender norms are not present. 4 NORMATIVE BUSINESS PRACTICES Recognizing that normative business practices vary across borders will be pivotal in succeeding in the Brazilian market, as Brazilian local businesses comprise one of Four Seasons’ target markets. In addition, familiarity with the business culture can affect the outcome with essential local suppliers. Foreign managers can earn the respect of local associates and illustrate the importance of their relationship by engaging in the local business customs. Upon meeting an associate for the first time, men should shake hands accompanied by a pat on the shoulder or arm and women should give a kiss on each cheek (â€Å"Doing Business in Brazil,† 2007). While Brazilians are very informal and prefer to be addressed by their first name, some sort of title such as Doctor or Professor usually accustoms it (â€Å"Brazil: First Name or Title? ,† 2008). Brazilians tend to be extremely extroverted and friendly and close physical contact while conversing is considered normal (â€Å"Brazil: Conversation,† 2008); also, be prepared for personal questions. Gifts are not necessary at a first meeting (â€Å"Brazil: Gift Giving,† 2010). Since the majority of employees will be Brazilian nationals, normative business practices affect the Four Seasons internal operations in addition to outside relationships. Due to the country's collectivist nature, Brazilians do not work at private desks, but instead, share a large space with several coworkers (â€Å"Doing Business in Brazil,† 2007). If the Four Seasons structures the work environment accordingly, managers must realize that shared workspace results in a constant mix of personal and work-related conversations and plan deadlines accordingly. Besides workspace, Brazil's collectivist culture also impacts break schedule. Brazilians usually take their lunch breaks simultaneously (â€Å"Doing Business in Brazil,† 2007). If the Four Seasons agrees to this practice, scheduling will need to account for huge shift changes. A Canadian business manager will be horrified if unaware of the routine aspects of a business meeting. Meetings do not begin on time; a meeting normally begins twenty to thirty minutes past the agreed upon time. Once a meeting commences, the setting is very informal. A large portion of time at the onset is dedicated to personal conversations. Throughout the meeting, it is not unusual for attendees to take phone calls or leave the room. (â€Å"Doing Business in Brazil,† 2007) Hence, meetings do not serve as an efficient avenue to establish an immediate outcome. Negotiations require time, as Brazilian managers prefer to discuss agreements or disputes among themselves privately; this stems from the collectivist and feminine nature of the culture (Gillespie, Jeannet, & Hennessey, 2007). These differences can be curtailed with the help of a local representative, however, each non-Brazilian manager must acknowledge the lengthy time required to close a deal in order to provide realistic schedule projections and deadlines. 2 POLITICAL ENVIRONMENT 1 POLTICAL SYSTEM Brazil instituted a federal republic system of government in 1985 following the end of military rule. The structure grants a substantial power to the elected president who holds office for four years with the opportunity for one additional term if reelected. The president reserves the right to elect his/her cabinet, while the people elect members of Congress. Congress represents Brazil’s twenty-six states and sole federal district of Brasilia through two groups: an 81-seat Senate and a 513-member Chamber of Duties. Within Congress, majority power constantly transitions as representatives switch political parties often. (Background Note: Brazil, 2010) 2 POLTICAL SITUATION Currently, Luiz Inacio da Silva is nearing the end of his second term of presidency. The upcoming election is scheduled for October 3, 2010 for a new president. President Luiz Inacio da Silva is using his popularity among Brazilian citizens to support candidate Dilma Rousseff. Rousseff's main opponent, Jose Serra, currently holds an early poll advantage. Regardless of the winner of the October election, the Four Seasons will not be significantly affected as both candidates are expected to continue economic reform and the privatization of industries. (The Economic Intelligence Unit Group, 2010) 3 DOING BUSINESS IN RANKINGS    |Canada |Brazil | |Rank |Doing Business 2010 |Doing Business 2010 | |Ease of Doing Business |8 |129 | |Starting a Business |2 |126 | |Dealing with Construction Permits |29 113 | |Employing Workers |17 |138 | |Registering Property |35 |120 | |Getting Credit |30 |87 | |Protecting Investors |5 |73 | |Paying Taxes |28 |150 | |Trading Across Borders |38 |100 | |Enforcing Contracts |58 |100 | |Closing a Business |4 |131 | (The World Bank Group, 2 010) While conducting business in its home country is much easier than it is in Brazil, Four Seasons operates in more than thirty-five countries, two of which, India and Syria, rank below Brazil in â€Å"Ease of Doing Business† (The World Bank Group, 2010). Seeing as the Four Seasons is a successful multinational enterprise with deep pockets, the struggle to receive credit in Brazil does present a considerable hurdle for the company. To avoid difficulties related to trading across borders, Four Seasons should obtain necessary tangible components of its operations from local suppliers. In addition, local products will facilitate a good relationship with the local environment as well as provide a more authentic experience for guests. Areas that would be of trouble to Four Seasons include enforcing contracts, dealing with construction permits and registering property within Brazil. Fortunately, because the company specializes solely in management, much of the responsibilities associated to troublesome aspects will be shifted to their partner. A local Brazilian partner would be optimal since strong networking and contacts can help alleviate the burdens related to obtaining contracts and permits. Although Brazil is characterized as a new growth market, the World Bank Group’s Doing Business Rankings demonstrate Brazil’s institutional weaknesses that are more align with a developing market. For instance, employing workers is extremely difficult within Brazil compared to the rest of the world. A lack of transaction facilitators, such as executive headhunters, makes it extremely burdensome to locate and recruit employees that possess the necessary skills to be successful at Four Seasons. This absence especially poses a challenge to Four Seasons because its sustainable competitive advantage of superior customer service is facilitated through its employees. Although not as difficult as employing workers, enforcing contracts presents a significant threat to businesses operating within Brazil. Due to a lack of adjudicators, firms will find it arduous to verify payment or reliability of contractual partners. This problem is further exacerbated by the nonexistence of credibility enhancers and informational analyzers that assist with partner selection. 4 POLITICAL RISK According to The Coface Group, Brazil received an A4 in both Country Rating Risk and Business Climate Risk (2010). An A4 rating indicates an unstable political and economic environment (The Coface Group, 2010). Volatile conditions pose an enormous threat to Four Seasons due to the amount of direct investment needed to offer its service. Unlike a product offering, the Four Seasons does not have the ability to immediately exit, or temporarily leave, the market. In an effort to curtail the effects of drastic changes, Four Seasons should create a managerial position solely dedicated to environmental scanning. This person should be aware of the significant changes and how they will affect company forecasts. An unstable environment can greatly deter customers from visiting the Four Seasons, particularly the primary target segment of brand loyal guests. If a brand loyal guest is interested in visiting Latin America, they have the option of staying in a Four Seasons located in Costa Rica, Mexico, Argentina, or Uruguay if Brazil appears dangerous and/or unsafe. 5 CORRUPTION Transparency International ranked Brazil 75 out of 180 countries with a score of 3. 7 out of 10; 0 represents high corruption (2009). Despite the Four Seasons’ experience in highly corrupt countries such as China, Argentina, Egypt, India, Mexico and Syria (Transparency International, 2009), Four Seasons must adequately prepare for the effects of corruption in Brazil. It should incorporate the knowledge gained from the past by consulting senior managers involved in highly corrupt countries to produce contingency plans. However, it is important that the company recognizes differences between countries. For this, Four Seasons should consider using a Brazilian partner. A local partner possesses knowledge of the local community and business environment and can offer an insider perspective on solving obstacles that arise out of corruption. Furthermore, a local partner holds local contacts that may be utilized to sidestep corrupt organizations or dealings. 6 FOREIGN RELATIONS Brazil remains open and friendly toward the majority of countries, especially its South American neighbors. Recently, Brazil has focused on expanding relations with its neighbors through associations such as the Latin American Integration Association (ALADI), the Union of South American Nations (UNASUL), and Mercosur, a customs union between Argentina, Uruguay, Paraguay, and Brazil, with Chile, Bolivia, Peru, Colombia, and Ecuador as associate members. (Background Note: Brazil, 2010) Openness toward foreign nations ensures embargoes, or other forms of impediments, will not disrupt imports. While Four Seasons should procure components from local suppliers to enhance its relationship with the environment, the company does not need to spend time concerned over delivery of its imported supplies. For imported aspects, Four Seasons should examine countries that are involved in the Mercosur customs union to take advantage of less costly tariffs and/or taxes. Apart from products, Brazil’s openness ensures that travelers will not confront burdensome procedures to enter the country or hostility from Brazilian citizens when visiting. 3 ECONOMIC ENVIRONMENT 1 OVERVIEW Due to a shift toward market liberalization, Brazil has more than doubled its trade flows in the past four years. While portfolio investment has increased, foreign direct investment inflows hit record levels in 2007 and 2008. However, in 2008, Brazil registered its first current-account deficit in five years as a result of a sudden increase in imports. President Luiz Inacio da Silva has focused on a floating exchange rate, inflation targeting, and primary fiscal surpluses to enhance macroeconomic policies, and therefore, increase Brazil’s global competitiveness. These factors have lead Brazil’s economy to shift toward a more service-oriented market. Nevertheless, the agricultural sector and diverse industrial base continue to function as enormous drivers of growth. (Fraga & Bowler, eds. , 2008) 2 CURRENCY The modern real was introduced on July 1, 1994 to stabilize the broader Brazilian economy. When introduced, the real was set equivalent to 1 unidade real de valor, a non-circulating currency which ultimately set the real equivalent to 1 US dollar. Initially, the real climbed against many major currencies. Strong capital in-flows supported a strong real through late 1995. By 1996, the Central Bank of Brazil instituted tight controls over the real to bring the currency’s value down. The currency depreciated slowly through 1998, but the Central Bank relaxed controls in 1999 and the real experienced a sudden devaluation. From 1999 to 2002, the currency remained relatively volatile vis-a-vis major orld currencies. By mid-2002, the real reached an all-time low against the Canadian dollar, along with many major currencies, including the US dollar. The presidential election in late 2002 brought long needed stability to the Brazilian currency. From late 2002 to October 2008, the real s lowly appreciated against the Canadian dollar and other major currencies. When the financial crisis hit in late 2008, the currency bounced from rates not seen since 2001 to around R$2:C$1. Since the crisis, the currency has again been slowly appreciating against the Canadian dollar. In recent months, the real has been slightly depreciating against the Canadian dollar. Overall, the Brazilian real remains a relatively stable currency, especially among Latin American currencies. This will benefit the Four Seasons, as it repatriates profits to headquarters and pays local suppliers. However, as with any foreign currency — especially those in new growth markets — immunity from fluctuation isn’t a rule. New regimes can negatively affect currency, as well as Brazil’s significant current account deficit, significant government spending on the World Cup and Olympics and susceptibility to inflation. Four Seasons plans on pricing in US dollars, which appeals to many of its target markets and is consistent with Four Seasons across the globe. 3 INFLATION Since 2003, Brazil has been successful in easing inflation pressures on account of strict monetary policy and an appreciation of the Real (Fraga & Bowler, eds. , 2008). Yet recently, inflation has rose in recent months owing mainly to the global recession as well as increased wages and inertial pressures within the country. The Central Bank of Brazil has set a target of 4. 5% for 2010. The Economic Intelligence Unit is optimistic, predicting that inflation will fall 4. 8% to 2. 5% between 2010 and 2011. (The Economic Intelligence Unit Group, 2010) Four Seasons must constantly monitor the inflation rate once within Brazil. If the EIU is correct, a 2. 3% change in the inflation rate will have an enormous impact on the operations (The Economic Intelligence Unit Group, 2010). Brazil will need to constantly change their prices in order to keep up with large-scale changes. Fortunately, the majority of price postings occur through the company’s website allowing the company to avoid immense costs required to reprint materials. Higher inflation translates into higher prices not only for Four Seasons guests, but also for components the hotel buys from local suppliers or imports from other countries. Additionally, Four Seasons may consider using employee contracts that adjust for inflation to curb anger associated with loss of purchasing power. Luckily, the EIU predicts inflation to decrease and remain relatively stable in the future at 2. % (The Economic Intelligence Unit Group, 2010), limiting negative consequences incurred by operations. 4 LABOR CODES The Brazilian government requires all companies, foreign and domestic, to provide specific elements to its employees including thirty days of annual leave, an annual bonus equal to one month’s sala ry, and severance pay if dismissed without a cause. Additionally, if a firm employs more than three employees, Brazilian nationals must account for two-thirds of the total employees and payroll. Brazil has instituted a system of labor courts to handle workplace disputes involving working conditions, wages, dismissal, etc. (The Department of Commerce, 2009) It would be ill advised to ignore government employment requirements. Not only would the company risk being forced out of the market, Four Seasons would incur a tarnished reputation within the global arena. When hiring and scheduling future employees, Four Seasons must account for each individual’s thirty days of leave; the firm must decide whether it will assign vacation time or negotiate with employees for specific requests. If two-thirds of payroll must be distributed to Brazilian nationals, Four Seasons should scan the local environment for senior management positions, as these executives tend to comprise a large portion of pay. As Four Seasons offers a service requiring an array of different workers, the company must find a way to ooperate with highly unionized Brazilian workforce; currently, over 16,000 unions exist who are very well organized and are not hesitant to use aggressive methods (The Department of Commerce, 2009). A local partner may possess pertinent information to help alleviate any contentions that may arise. 5 INFRASTRUCTURE President Luiz Inacio da Silva announced the Growth Acceleration Plan in 2007, which committed a US $296 million investment in infrastructure by the end of 2010. Although the GAP is promising, Brazil’s infrastructure remains one of the largest obstacles within the economy. Poor quality and numerous deficiencies remain in roads, ports and airports; no passenger trains travel outside the suburbs of major cities and only 12. 5% of the existing roads are paved. (The Department of Commerce, 2009) While the 2016 Summer Olympics should increase incentives for private companies to improve infrastructure, Four Seasons must contemplate the effects of a poor transportation system. It may want to consider sourcing the majority of its tangible components from nearby local suppliers to ensure secure and fast delivery. Furthermore, imports are more likely to be priced higher on account of the inefficiencies within the infrastructure. A foreign direct investment is an option to increase efficiency and satisfaction; Four Seasons should investigate options near the hotel in addition to routes travelers predominately use. For example, it could form a strategic alliance with another firm to enhance the roads to and from the airport. 4 LEGAL ENVIRONMENT 1 INTELLECTUAL PROPERTY Brazil is a signatory to various agreements—Trade Related Aspects of Intellectual Property (TRIPS) Agreement, the Bern Convention on Artistic Property, the Patent Cooperation Treaty, and the Paris Convention on Protection of Intellectual Property—committing the government to stringent protection of intellectual property rights. The decision to take part in international contracts was the country’s first realistic step toward putting an end to issues such as copyright infringement, however, piracy and counterfeiting remains a problem within Brazil. (The Department of Commerce, 2009) While Four Seasons does not possess a substantial amount of intellectual property that would threaten its existence, it does need to consider violations when procuring components for its hotel, particularly authentic furniture, decorations and artwork. It would be wise for Four Seasons to implement a system used to differentiate genuine pieces from others. 2 ENTRY MODE Four Seasons, or any foreign or domestic private entity, may establish, own, and dispose of business entities allowing the company to chose any entry mode grounded solely in its own decision making (The Department of Commerce, 2009). Although a lack of government regulation offers the firm freedom of choice, it would be extremely useful to use a local representative to own the hotel building itself. As previously mentioned, Brazil is a highly collectivist culture that requires an extensive amount of time dedicated to relationship building to be successful in procuring supplies, building contracts, permits, etc. A local partner possesses established networks that can be utilized to sidestep regulations and corruption in addition to knowledge specific to the Brazilian environment. 3 IMPORTS Brazil imports are subject to three separate taxes: Import Duty (II), Federal Industrialized Product tax (IPI) and the State Merchandise and Service Circulation tax (ICMS) (The Department of Commerce, 2009). Because both the IPI and ICMS are value-added taxes (The Department of Commerce, 2009), imports end up becoming very expensive for customers. Unless a specific tangible component is critical to the success of Four Seasons, it would be in the country’s best interest to purchase supplies from local businesses to avoid high prices pushed down to the customer because of high taxes. High import taxes paired with Brazil’s poor infrastructure will threaten the safe and efficient obtainment of products. If the Four Seasons depends on certain aspects from headquarters, or another Four Seasons location, it should be aware that the foreign entity must register with Foreign Trade Secretariat (SECEX) in order to conduct trade with Brazil. 4 TRADE AGREEMENTS Brazil has established bilateral investment agreements with numerous countries including Belgium, Luxembourg, Chile, Cuba, Denmark, Finland, France, Germany, Italy, Republic of Korea, Netherlands, Portugal, Switzerland, United Kingdom and Venezuela; however, the Brazilian Congress has not yet ratified any of these. (The Department of Commerce, 2009) Brazil has signed Mercosur, a regional trade agreement, between itself and Argentina, Uruguay, Paraguay, and Brazil, with Chile, Bolivia, Peru, Colombia, and Ecuador as associate members (The Department of Commerce, 2009). If imports are required, Brazil should heavily consider sourcing from countries involved to significantly decrease costs associated with imports. Furthermore, Brazil maintains a double taxation with Canada, making imports from its headquarters extremely expensive. 5 LABELING Labeling requirements should not present Four Seasons with a notable barrier. Firstly, the primary focus of the company is services, not products. Besides the gift shop and food menus, Brazil will rarely encounter barriers in labeling. Secondly, The Brazilian Customer Protection Code does not call for unconventional or outlandish. Specifically, labeling must â€Å"provide the consumer with precise and easily readable information about the product’s quality, quantity, composition, price, guarantee, shelf life, origin, and risks to the consumer’s health and safety† (The Department of Commerce, 2009). The only hurdle Four Seasons may encounter relating to labeling is a Portuguese translation and metric equivalent to the requirements listed above. 6 PROMOTION Direct mail is emerging in Brazil as a very useful method for reaching Brazilian consumers; citizens receive an average of 9. 3 pieces of direct mail every month and 74% of Brazilians prefer direct mail to create awareness of a new product or service (The Department of Commerce, 2009). Four Seasons is encouraged to use direct mail to target local businesses and community members within its promotional aspect of its marketing campaign. It should especially use Veja, the most popular magazine in Brail with an average of one million copies dispersed a week, and Folha de Sao Paulo, the largest newspaper with an average of 317,000 copies distributed Monday through Friday and 400,00 on Sunday (The Department of Commerce, 2009). Media in Brail is still heavily controlled through the public sector; foreign ownership is limited to 49% (The Department of Commerce, 2009). This should not affect Four Seasons greatly since the company avoids advertisements in mass media outlets. Also, the majority of Four Seasons target segments does not reside in Brazil. 2 COMPETITIVE ANALYSIS Many multinationals, especially Four Seasons traditional competitors, have yet to enter the Brazilian market or only have a small presence in Rio de Janeiro. Additionally, there are only a small number of luxury local brands in Rio de Janeiro that are capable of competing with Four Seasons. In many regards, Brazil remains a relatively untapped market, though a number of international brands have recently begun eyeing the market, including Hilton. With the increased opportunity in Brazil, now more than ever may be a great time to enter the young market, armed with the experience learned through other brands’ ventures. 1 MAJOR COMPETITORS 1 PESTANA HOTELS AND RESORTS (PORTUGAL) Pestana is Portugal’s largest tourism and leisure group, operating 41 hotels across 3 continents in countries with former colonial ties to Portugal (Pestana, n. d. ). Pestana entered Brazil via Rio de Janeiro in 1999 with a local partner, Renato Albuquerque Group (â€Å"Grupo da Madeira investe US$25 milhoes no Brasil,† 1999). Rather than building a new establishment, the company acquired the Carlton Rio Atlantica hotel, modernized the establishment, and added a new business center to attract business travelers (â€Å"Grupo Pestana lanca cartao no Rio,† 2001). Since 1999, Pestana has been heavily investing in Brazil and considers Rio de Janeiro a focal point for the company (â€Å"Grupo Pestana lanca cartao no Rio,† 2001). By 2001, Brazil accounted for 20% of Pestana’s hotel business (â€Å"Grupo Pestana reforca atuacao no Pais,† 2001). By 2004, the company had opened 6 hotels across Brazil with the stated goal of opening 10 more hotels within the next 10 years. The company’s significant investment in the market – $110 million by 2004 – has brought increased legitimacy and credibility to the Brazilian market as an opportunity for luxury and business travel, according to Francisco Rabelo, financing director for Bank of Northeastern Brazil. This significant growth has been fueled by the company’s success in the country: the company has achieved an average annual return of 31% on its investments and the country is already its best performing territory in Pestana’s portfolio. The Director of the Finance and Investment Promotion Department of Brazil's Tourism Ministry said the group was one of the largest hotel groups in Brazil; by 2005 the company was expected to have 400,000 room-nights in the country, more than any other hotel chain (Renata, 2006). One of Pestana’s most palpable assets is its intimate understanding of Portuguese culture, being a Portuguese company. Brazil’s cultural and colonial ties to Portugal make the Brazilian market a particularly attractive market for Pestana, and as the company’s exceptional returns have demonstrated, Pestana is taking full advantage of its country-of-origin effects. With the company’s high knowledge of local culture and Brazil’s cultural similarity to Portugal, the company is able to keep the services within Brazil appear as very localized without adapting its standardized services much. This is a trend Pestana has demonstrated in the past, as it only enters markets with cultural ties to its home market (Pestana, n. d. ). In this sense, Pestana can maintain a relatively standardized offering while appearing to be adapting to the local context. This intimate knowledge of Brazilian culture will be rewarding, as other multinationals don’t have access to or credibility with local culture. Another unique advantage that Pestana has is its ability to build pousadas within Brazil. Pousadas are boutique, luxury hotels that encapsulate Portuguese culture. Until 2003, the Portuguese government was responsible for developing and managing the hotels. Pestana bought the sole rights to building pousadas from the Portuguese government in 2003, though the government maintains highly involved in overseeing each new pousada to ensure it meets minimum standards (Pousadas de Portugal, n. d. ). Pestana has expressed interest in bringing these unique products to Brazil and completed the construction of one in 1999. The company plans on expanding its offerings in the coming years in tandem with its commitment to building 10 hotels in the coming 10 years (Renata, 2006). These hotels automatically connect with locals and foreigners abroad who want an authentic experience in Brazil. No other hotel chain can emulate these boutique hotels – even localizing a hotel as much as possible won’t replicate a pousada as it won’t have the unique stamp by the Portuguese government. Moreover, pousadas are often located in historic buildings, making them even more of an attractive destination (Pousadas de Portugal, n. d. ). Pousadas have the possibility of attracting travelers interested in an authentic experience without the risk of traveling to an unknown hotel. Travelers can experience luxurious accommodations and proven service in the local context of pure and authentic Portuguese culture, service and food. In fact, Brazil's Minister of Tourism has said that pousads will attract a higher class of tourists who are willing to pay additional money for the unique experience (Renata, 2006). Another strength Pestana has demonstrated is its ability to connect with locals and operate efficiently within the local political and economic environment. Across Brazil, Pestana has demonstrated a tendency to enter cities by acquiring local hotels, as it did in Rio de Janeiro and Natal. This ensures that the hotels Pestana operates have a distinctly local flair and enable the company to penetrate the market quicker, avoiding lengthy construction times. The company also enters local markets with local partners, though it uses different partners in different cities. This willingness to share ownership gives the company powerful local allies and gives the company legitimacy among locals. These are important strengths, as many other multinationals are less successful at navigating Brazil’s complicated and corrupt government. Moreover, entering a market with a local partner shifts risk and offers the company invaluable local knowledge. A possible weakness the group has is its organizational structure. The group maintains an International Division Organization structure. While Pestana only operates in markets based on the Portuguese culture, countries with similar histories still vary greatly in terms of market power, government regulation and destination type. By clumping all international destinations under one group, the company may fail to fully take advantage of each market or understand each market. The company’s lack of resources committed solely to Brazil may enable competitors to build a structure that is more flexible and responsive to trends and changes within the Brazilian market. Further, as the company begins expanding outside Brazil into other South American countries, the company may continue to dilute its attention to Brazil, thereby rendering many of its potential strengths as much less poignant. A final weakness of the company is its intense focus on growth. Between its 10 hotels in 10 years policy in Brazil, and its overarching 30 hotels in 30 years policy, Pestana may begin to focus on quantity above quality. While the company’s unique products and intimate knowledge of Portuguese culture may attract luxury travelers at first, maintaining the high quality and service standards demanded by the business traveler and luxury leisure traveler may to be difficult amidst such an emphasis on growth. Finally, as the number of hotels owned by Pestana surges, the company may saturate the market and devalue the novelty of its brand. The hotels may become less alluring and less of a destination as they become ubiquitous and commonplace. 2 STARWOOD HOTELS & RESORTS (UNITED STATES) AND GOLDEN TULIP HOSPITALITY (SWITZERLAND) Starwood is one of the world’s largest and most geographically diverse hotel and leisure companies. The company is primarily a hotel management corporation, responsible for luxury brands The Luxury Collection, Regis, W and Le Meridien and other midrange brands Westin, Sheraton and Element (Starwood Hotels & Resorts). Until recently, the company’s sole exposure to Rio de Janeiro was its three Sheraton hotels, two of which lacked a spa. While the hotels have meeting faculties, the hotels don’t appear in trade magazines as specifically targeting the business community. As such, these three hotels are not considered to be in direct competition to the Four Seasons because they do not focus on any of our target markets. On June 12, 2009, Starwood acquired Golden Tulip Hospitality, a global hospitality company with a strong focus on the corporate traveler. Tulip manages three hotel chains, including the upscale Golden Tulip, which focuses on business travelers, and the luxurious Royal Tulip, which focuses on leisure travelers (Golden Tulip Hospitality). Tulip has one property in Rio de Janeiro, the Golden Tulip Ipanema Plaza. The property has a spa and complete business center. The hotel’s focus on corporate travel finally endorses Starwood as a viable competitor in the Rio de Janeiro market. Tulip is a unique hotel insomuch as it relies on international standards of service, yet has been relatively successful at integrating local flavors into its brand. The company advertises its local touches through its advertising campaign, â€Å"International standards, local flavors. † Tulip’s worldwide presence also lends it strong appeal and acceptance worldwide, especially among the luxury and business traveler. This is, in part, due to its global standards of service that international travelers have come to know and rely on. Tulip’s ability to incorporate local culture into a standardized brand is a powerful competitive advantage. Maintaining standard levels of service is important to the international traveler, as it assures him/her what to expect when traveling and builds brand equity. However, by maintaining these standards and adding local culture into each property, Tulip finds a middle ground between standardization and adaptation. This is a strategy that enables the company to remain flexible to local demands and local clients, but also cater to international travelers. One strength of the Starwood’s acquisition of Tulip is Tulip’s acceptance among the international elite. Until the acquisition, Starwood’s two luxury brands – St. Regis and the Luxury Collection – did not have properties in Brazil. This acquisition gives Starwood immediate penetration into Rio with a familiar and proven portfolio of properties. With Starwood’s and Tulip’s combined international experience, the group can effectively begin targeting the elite traveler more vigorously. Co-branding opportunities and brand extension opportunities also exist, as both hotel companies have more luxurious brands they could deploy in Rio de Janeiro if the Golden Tulip proves successful. Moreover, Starwood’s large reserve of loyal guests gives the combined company an automatic target market from which to draw. A final strength of the merger is Starwood’s and Tulip’s global footprint and established luxury brands lend it credence among the international elite. The company’s brand equity is an important strategic asset that can be used to connect with world travelers and attract them to their properties in Brazil. Starwood’s skill at managing a portfolio of multiple brands is important, as Tulip becomes another brand that Starwood can leverage, advertise and use to attract travelers. One potential weakness of the merger is the possibility that incongruous corporate cultures may stymie the companies’ ability to synergize strengths and build a comprehensive network. As with any merger, it takes time to fully integrate a new company into an existing company, and Starwood must be able to keep Tulip’s corporate culture in tact if it hopes to reap the benefits of the company’s strengths. If Starwood tries to change or adapt Tulip too much, it will lose Tulip’s connections with the business traveler and the company’s unique ability to combine international standards with local adaptation. Starwood must focus on maintaining Tulip’s brand identity and equity, while simultaneously merging the company into its portfolio to fully realize a competitive advantage. Another possible weakness is Starwood’s limited exposure to the Brazilian market, especially Rio de Janeiro’s luxury market. While Tulip has been in Brazil for some time, and both companies have experience in the luxury segment, Starwood is less familiar with the luxury hotel segment in Brazil than some of its existing competitors. This lack of experience could prove to be harmful if Starwood is not careful in executing operations, especially since the Brazilian market has proven to be difficult for international brands to tap. Starwood and Tulip both lack a positive country-of-origin effect, as the Brazilian market has proven to be fiercely loyal to local and Portuguese brands. Assuming that the namesake of its hotels will make the company successful could prove to be an unsuccessful route for the company to head. MARRIOTT INTERNATIONAL (UNITED STATES) Marriott is one of the world’s largest lodging companies with over 3,000 hotels spread across 67 countries. Marriott primarily franchises under an array of brands, including the luxurious J. W. Marriott and Ritz Carlton and other full-service and oth er mid-tier hotels (Marriott). Marriott entered Rio de Janeiro in 2001, focusing its efforts on attracting luxury business travelers to respond to the country’s bourgeoning market (â€Å"Hotels check into Brazil†). The opening of the J. W. Marriott in 2001 marked the city’s first new five-star resort in over 12 years (â€Å"A new Rio de Janeiro Marriott Hotel,† 2001). The J. W. Marriott is one of Brazil’s two multinational hotels on Travel + Leisure’s â€Å"World’s Best Hotels 2010† list, a comprehensive listing on the world’s 500 best hotels (â€Å"T+L 500: World's Best Hotels 2010,† n. d. ). The hotel offers a full-service spa, executive floor, complete business facilities and banquet halls and on-site restaurants. Before opening the hotel, Marriott sold off its stake in the hotel with the help of a local consulting firm. However, the acquisition of land along with the initial costs and design were all sponsored by Marriott without the specific help of locals. Marriott retained control over management of the hotel (â€Å"Rede Marriott e Odebrecht colocam hotel carioca a venda†). Marriott is the largest and most recognized multinational brand currently in Brazil. The J. W. Marriott brand, in particular, has resonance with our target markets, especially luxury travelers, as demonstrated by its placement on the Travel + Leisure rankings. This is a powerful asset, as the combination of brand equity, name recognition and recognized quality may connect with luxury world travelers. Moreover, the company’s worldwide presence and name recognition may also resonate with business travelers who are already familiar with the brand and trust the hotel to be a quality establishment. A major weakness the hotel faces also stems from its name. Like other multinational chains discussed, Brazilians prefer local hotels. The negative country-of-origin effects have hurt Marriott, as US flags are not necessarily familiar locally since Brazilians’ exposure to these brands is significantly more limited and Brazilians tend to be attracted to local brands. This is a weakness the company faces when targeting local visitors and businesses, another target market that the Four Seasons is hoping to target. Another weakness Marriott faces is its lack of local partnerships. When entering the market, Marriott did not search for a partner. This is in stark contrast to other successful chains, especially since Marriott lacks experience in the Brazilian market overall. According to the CEO: In order to move forward, we will need to find common ground with the Brazilian business model and probably take some equity positions in some of the developments to gain market knowledge and brand acknowledgement. A second option is to enter with our existing relationships through local partners to implement our manage-franchise business model (O'Neill & Chao, 2008). Coming from a country with significantly different normative business practices and limited exposure to Brazilian culture – despite its significant international presence – has proven a difficult obstacle for Marriott. This is an important weakness to consider for all multinational companies, especially those unfamiliar with the Brazilian marketplace. A final weakness Marriott faces is its pricing structure, which is higher than many of its competitors. While the hotel has higher rankings than other multinationals, if the benefits of the brand are not properly communicated, the hotel may seem overpriced. Moreover, if the hotel does not distinguish itself as luxurious, the company may face problems persuading international travelers to choose an American hotel chain over a more localized chain. 4 COPACABANA PALACE BY ORIENT-EXPRESS HOTELS (BERMUDA) The Copacabana Palace is a historic, luxury hotel built in 1923. It is considered by many around the world as the place to stay in Rio (Doyle, 2009). The Copacabana Palace is one of three hotels on Travel + Leisure’s â€Å"World’s Best Hotels 2010† list located in Brazil (â€Å"T+L 500: World's Best Hotels 2010,† n. d. ). Additionally, the hotel is a member of the 5 Star Alliance, an online travel agency that partners with the world’s most luxurious hotels. Owned by the Guinle family of Rio de Janiero until 1989, the hotel is now owned by Orient-Express (Five Star Alliance, n. d. ). Orient-Express purchases individual luxury hotels across the globe. The company does not advertise itself as a chain, rather positioning each property individually. Properties are managed locally: â€Å"every hotel†¦has its own name and personality† (Orient-Express, n. d. ). Following its purchase, Orient-Express renovated the hotel, outfitting the fifth floor as an executive business center to focus on business travelers. The hotel includes meeting facilities and banquet facilities, all aimed at business travelers’ needs (Five Star Alliance, n. d. ). The hotel also focuses significantly on elite travelers, as its reputation for service and quality attract politicians, royalty and actors. The hotel has a complete spa and two restaurants, neither of which serves Brazilian cuisine (Five Star Alliance, n. d. ). An important advantage the Copacabana Palace has is its legacy and long-term association with Brazil. From its beginnings, the company has been intertwined into local culture. The owners were local and today, Orient-Express continues to manage the hotel as an independent property. Many view the hotel as the nation’s preeminent local option, and foreigners who want an authentic experience may opt to stay at the Copacabana Palace over other multinational chains. The hotel’s brand equity is particularly strong, as it is a clear favorite among elite travelers. The company’s increased focus on business travelers further expands the hotel’s brand equity and product scope. Another strength the Copacabana Palace is its long history in Rio de Janeiro. The company’s experiences in Rio de Janeiro give it a level of knowledge foreign multinationals can’t match. Moreover, the company’s success in Rio de Janeiro reflects its ability to work within the country’s legal and political structure. As investment increases in Rio de Janeiro and new multinational chains enter the market, Copacabana’s deep understanding of local cultures and the regulatory environment will be exponentially more valuable. While the company is known to Brazilians and the well-traveled elite, a lack of a true multinational brand name may stymie some elite travelers. Not only does the company lack a network of brand loyal patrons, the lack of an internationally recognized brand name may make some travelers hesitant. Additionally, the hotel’s high price may make other, more familiar options more appealing to travelers, who are sure of the level of quality to expect. 5 FASANO HOTELS (BRAZIL) Fasano is one of the few remaining local competitors yet to be acquired. The company was established in 1982 as a world-class restaurant; the company remains recognized for its culinary achievements. The restaurant pioneered the gastronomic movement in Brazil and continues to uphold its elegant blend of contemporary and traditional Brazilian cuisine. In 2003, Fasano opened its first hotel in Sao Paulo. In the same year, Fasano became a member of the Leading Small Hotels of the World (Five-Star Alliance) and was ranked as one of the world’s 50 best hotels in Travel + Leisure (Fasano, 2010). Fasano opened a hotel in Rio de Janeiro in 2007 amid great hype and reviews, â€Å"eclipsing the fabled Copacabana Palace as the top play den for Brazil’s rich and famous† (Beehner). From its foundation to the finishing touches, Fasano is a local competitor. This is a significant strength the hotel has, as its numerous restaurants all share the spirit of Fasano’s famed culinary expertise. The hotel is designed in Bossa Nova-chic style and Brazilian touches compliment every aspect of the hotel. More than any competitor, Fasano remains a localized and focused hotelier, and has limited experience outside the growing Brazilian market. Fasano is a traveler’s only real option, when he/she wants to stay at a local, luxury resort. Every other luxury boutique hotel has been acquired or is at a different tier of service than Four Seasons. Another strength Fasano has is its long-term, strategic partnership with real-estate developer JHSF. This has given Fasano access to the Brazilian market and enabled the company to take less risky positions in its hotels as JHSF has a 50. 1% stake in the hotel. This also frees up capital for other ventures, as the company is currently building additional properties in Brazil and Uruguay. A possible weakness of Fasano is its lack of experience managing hotels and meeting the expectations of guests, especially foreigners. As Brazil’s most expensive hotel, the elite guests who frequent Fasano have incredibly high expectations. While multinationals have experiences with such clientele, Fasano does not have the same expertise in dealing with this segment and may be overextending its existing resources in an attempt to compete with world-class contenders. Indeed, excitement over the hotel has faded since its opening in 2007 and the company continues to charge a significant premium over every other Brazilian hotel. Another weakness is the company’s