Concrete Industry Should Exploit the Upscale Market

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Parents Are Too Permissive with Their Children Nowadays Essay

Few people would defend the Victorian attitude to children, but if you were a parent in those days, at least you know where you stood: children were to be seen and not heard. Freud and company did away with all that and parents have been bewildered ever seen. The child’s happiness is all important, the psychologists say, but what about the parent’s happiness? Parents suffer constantly from fear and guilt while their children gaily romp about pulling the place part. A good old-rearing manual would permit such barbarity. The trouble is you are not allowed even to shout. Who knows what deep psychological wounds you might inflict? The poor child may never recover from the dreadful traumatic experience. So too is that parents bend over backwards to avoid giving their children, complexes which a hundred years ago hadn’t even heard of. Certainly a child needs love, and a lot of it. But the excessive permissiveness of modern parents is surely doing more harm than good. Psychologists have succeeded in undermining parent’s confidence in their own authority. And it hasn’t taken children long to get wind of the fact. In addition to the great modern classics on children care, there are countless articles in magazines and newspapers. With so much unsolicited advice flying about, mum and dad just don’t know that to do anymore. In the end, they do nothing at all. So, from early childhood, the kids are in changes and parents lives are regulated according to the needs of their offspring. When the little dears develop into teenagers, they take complete control. Lax authority over the years makes adolescent rebellion against parents the entire move violent. If the young people are going to have a party for instance, parents are asked to leave the house. Their presence merely spoils the fun. What else can the poor parents do but obey? Children are hardly creatures (far harder than the psychologists would have us believe) and most of them survive the harmful in influence of extreme permissiveness which is the normal condition in the modern household. Bit a great many do not. The spread of juvenile delinquency in our own age is largely due to parental laxity. Mother, believing that little Johnny can look after himself, is not at home when he returns from school, so little Johnny roams the streets. The diving ‘line between permissiveness and sheer negligence is very fine indeed. The psychologists have much to answer for. They should keep their mouths shut and let parents get on with the job. And if children are knocked about a little bit in the process, it may not really matter too much. At least this will help them to develop vigorous views of their own and give them something positive to react against. Perhaps there’s some truth in the idea that children who’re had a surfeit of happiness in their childhood emerge like stodgy puddings and fail to make a success of life.

Accidents Happen All the Time

Nathaniel Leonard Gladden ENC 1101 39659 28 October, 2012 Accidents Happen Accidents happen all the time, to anyone and everyone. Sometimes we accidently run into someone on the street, and other times it’s a little more serious. On one particularly gray and gloomy day a mere fraction of moments lead to events with tragic consequences. It involved a car border line illegal with balding tires, and brakes set on suicide mode. The person driving the vehicle of doom was a struggling college student, with little and or no money.The lady driving a car right off the lot spoke with thick New York accent and had the temper to match. It’s funny how at any moment, thoughts turn into actions, actions turn into events, and suddenly were left to face the aftermath. That day specifically was a mess of intertwining events that lead to two people meeting in unfavorable circumstances. Everyone gets involved in accidents, whether they’re cautious or reckless. The driver of a black kia death machine was especially cautious considering she knew it was not the best in regards to safety.She knew it wasn’t long before some freak accident would cross his path, but she would try to avoid it like hell. The fact is life is a recycling wheel, in which past leads to present, and every action has its foot print in the future. It was early in the morning, around 7:30 and the streets were busy with stop and go traffic in every direction. The sky was overcast, gray clouds blocking all sunlight, with rain pouring down in scatters. The streets were glossy with rain, and the reflection of the lights shone on the surface.Traffic was absolutely ridiculous and early commuters are often aggressive if not outright maniacs. The young woman was driving her way home from a late night with friends, still a little groggy since she wasn’t use to being up so early. She had driven down that road a million times and never had any issues with the morning flow. She was just abou t to merge into the next lane, since the turn for the highway was coming up further ahead. She started to drive over and saw the car ahead break lights shining brightly through the light rain.She began to pump the breaks, when suddenly the car didn’t slow down as expected. The car ahead seems to being nearing quickly, and her heart started to race. She pulls the emergency break and feels the drive of the car as it pushes forward regardless. In mere moments a normal drive home turned into a scary event. The sound of screeching tires pierced the air, a loud thud broke the morning silence, and what followed can be described as an atmosphere of confusion and anger. The driver in the black kia didn’t know what to do.She had just hit a car from behind, and she knew he had to get out and confront the other driver. It was raining, which made it entirely more uncomfortable, and all around him cars honked and whizzed by in frustration. She opened the door cautiously with shaking hands. A head a lady comes at her with craziness in her eyes, staring directly at her. â€Å"You little punk, are you freaking blind†. The lady that hit the car was trying to stay calm saying â€Å"Lady, get a grip. Your car is still drivable†¦ my bumper is sitting on the ground†.The lady was furious; she screamed for 5 minutes before she noticed the other driver wasn’t saying anything and then she apologized. The two began to explore the damage, which inflicted much more harm on the kia then the new 2013 escalade. The new car had a few scratches, but the young college student’s car looked like it had a head on collision with a semi-truck. It wasn’t even the worst Part of everything because the faulted driver had no insurance, and she knew she was going to get totally screwed by the man in blue because she has zero car insurance.The cops arrived on scenes approximately two hours later. The thought of fleeing the scene had cross the faulted dr ivers mind more than a few times. If it weren’t for a bumper half on the ground, and an exchange of information holding her back, she has been half way home and scott free. Three hundred dollars in fines, and lawsuit pending, that young driver figured something crucial out. Don’t drive without insurance, and if you are don’t do it with a car with bad breaks because you will inevitably screw your life over and get into an accident.

(Marriage and Family) - No Matter What Essay Example | Topics and Well Written Essays - 1500 words

(Marriage and Family) - No Matter What - Essay Example strategies for creating and sustaining safety in a relationship, and is specifically focused on the marriage relationship, from a primarily Christian Baptist perspective. Abraham Maslow’s theory suggests that safety is a priority need, right after we satisfy the basic needs of the body. Until safety needs are met, a person is not motivated to develop social belongingness, status and self-satisfaction, and to develop their highest potential (abraham-maslow.com, 2008). Applying that theory to marriage, the most primary need, right after establishing and consummating a legal union, is to cultivate safety in the relationship. If one or both partners do not experience the relationship as being safe, then there is no motivation for maintaining the connection, no motivation to have a family and define accomplishments, no reason to struggle toward developing into something extraordinary. When deficiency needs are unmet, growth cannot be prioritized (abraham-maslow.com, 2008). One foundation for a healthy relationship, in which safety prevails, is to develop a relationship with the right person. This necessitates having a close relationship with Jesus Christ, and recognizing the leading of the Holy Spirit. God has a plan for everyone’s life. If we live according to that plan, then we have a major motivation for building a healthy relationship, and safety is imperative in a healthy relationship. If both partners are tuned in to God, then the relationship has a safety-encouraging container. The Bible has given instructions and role models for having a good marriage relationship. The husband is placed in a leadership role, being the head of the house, and women are expected to support his authority. However, men are told to honor and love their wives, so leadership is not an excuse for bossiness, selfishness or abuse. The Song of Solomon provides a model for the importance of healthy sexuality, and Proverbs indicates that the woman whose value is beyond

Analysis of TOGAF to either DoDAF or FEAF Research Paper

Analysis of TOGAF to either DoDAF or FEAF - Research Paper Example These components are further implemented by the various widely used EA frameworks in organizations among which FEAF, TOGAF and ZACHMAN are prime examples (Bente, Bombosch & Langade, 2012). This study deals with the analysis of two vital EA frameworks i.e. FEAF and TOGAF. Similarity amid FEAF and TOGAF Both The Open Group Architectural Framework (TOGAF) and the Federal Enterprise Architecture Framework (FEAF) frameworks are framed with the intention to enhance the architectural efficiency of companies which would further enable efficient execution of organizational strategies. Another similarity between the two frameworks is that both of them share common EA features and terms within each other. Application of these two frameworks with certain similar concepts of EA will further ensure that there is an agreement among the decision makers in any business organization with regard to dealing with the objectives, requirements as well as processes of the business with the help of advanced technologies. Additionally, these similar EA features in the two frameworks would further assure that decisions related to the investments on technology in any business are taken efficiently. It has been noted that inefficient decision making in this aspect is viewed to harm various the objectives and priorities of organizations (TCRP, 2011). Furthermore, it has also been noted that both FEAF and TOGAF ascribed similar guidance in terms of architectural viewpoints. This aspect further addresses that both the frameworks provide similar directions to the organizations with regard to structuring their enterprise architecture (The Open Group, 2007). Moreover, it has also been analyzed that the rows of the FEAF framework more or less correlate with the rows of the matrix of the TOGAF framework. This similarity between the two frameworks further depicts that both are intended towards dividing architectural description into various crucial layers which are documented in the later stage in a more simplified manner (The Open Group, 2013). Difference between FEAF and TOGAF From the above analysis, it is apparent that both the frameworks i.e. FEAF and TOGAF share certain common features as well as targets between each other. However, it would also be vital to mention that both the frameworks (i.e. FEAF and TOGAF) are developed with diverse intentions which further depict certain inherent changes in their process of working, their ability to ascertain effective results along with their process of implementation among others. Contextually, one of the primary differences between the two frameworks is the aspect that both are controlled by different operators. The Open Group Architectural Framework (TOGAF) is operated under the framework of Department of Defense Architecture Framework (DODAF) while the Federal Enterprise Architecture Framework (FEAF) is developed by the Chief Information Officers (CIO) in the United States Federal Council. This difference in operational owne rship can be vindicated from the fact that FEAF is developed by the US Federal Council which maintains as well as facilitates incorporated systems of architectures within the federal agency. On the other hand, TOGAF focuses on ascertaining good and simplified principles instead of offering a set of complex architecture principles within diverse business units. Additionally, it has

Education, Theatre Design and Technical Essay Example | Topics and Well Written Essays - 1000 words

Education, Theatre Design and Technical - Essay Example As by means of all of the arts, theatre is very hard to assess. Over and over again, writers and those who spoke for myself to me mentioned that multifaceted activities such as drama and theatre cannot be assessed with existing standardized, multiple choice, norm-referenced profitable tests. Technical and superficial aspects of theatre (speaking loud enough, facing downstage, etc.) can be measured objectively. Original aspects such as the difficulty of character, plot innovation, and compassion to time and space are much harder to measure. Cecily O'Neill et al. note that linking to others, postponement of disbelief, and making aid to the work, gaining insight, and height of language and understandings all need to be noted in student development in theatre. There are extremely little experience crossways the broad educational world of ways to assess these cognitive and affective domains. A central danger in evaluating student progress in theatre lies in the temptation to assess only t he technical and real and to ignore or diminish the original and artistic aspects (Racine, S. J., 2001, 31-41). On the surface, it appears that little or nothing has happened or is happening in the field of assessment in theatre education. No books have been written, ERIC cites only two articles, and classroom teachers seem uninvolved with the issue. Scratch the surface, however, and it is a different matter. For years, theatre educators have been using methods of assessment that are only now being explored by educators and researchers in other fields. As well, a flurry of activity is happening in theatre-education assessment (Raskin, J. 2000). In order to discover the current status of assessment in theatre education, the American Alliance for Theatre and Education (AATE) selected "Assessment" as the title of the primary file it would expand for its newly establish a national database. This file attempts to bring together and make accessible a list of as many identified sources as possible on appraisal and evaluation for theatre in education in the United States at the present time. It comprises books, articles, conferences, unpublished studies, conferences on arts assessment, and researchers in the field as well as related materials from linked fields and other relevant information. Each item was checked by an AATE researcher and is interpreted.

Political Parties Research Paper Example | Topics and Well Written Essays - 2000 words - 2

Political Parties - Research Paper Example In consideration of the American political organization, a discussion on decentralization will be elaborated as the basic trait of the American political party system. Furthermore, it deliberates the state political party organization in the U.S. Definition of Political Parties Political parties are defined as groups of organized individuals who obtain and perform political power. They refer to political organizations that attempt to influence or administer governance by trying to elect their own candidate for a political position. They often take part in election campaigns and political debates. These groups of people possess ideals or vision manifested in a party program. This program is supported by a platform which contains particular objectives. These parties form a coalition in support of its platform although interests differ at some point in time (Katz and Crotty 6). In the U.S., there are two political parties that dominate the nation’s political system, namely, the D emocrats and Republicans. The two political parties had elected their own candidates for the presidency since 1852 had and governed U.S. Congress since 1856 (â€Å"Democratic-Republican Party†). The Democratic Party is the eldest among all political parties in the world. This party’s ideals lean more on economic matters. The economic ideals and platform of this party was greatly influenced by former U.S. President Franklin Roosevelt in 1932. This political party obtained the most number of affiliated members in 2004 wherein it garnered about 72 million American supporters. The incumbent president Barack Obama is the 15th president to be under this political party. Significantly, it also became the majority party in the senate since 2006. In 2011, the supporters for this political party had declined in number, but still remains to be larger than its counterpart, the Republicans (Wagner 56). The Republican Party became prominent when Abraham Lincoln won the presidential elections in 1860. This political party champions the platform of American conservatism. It pushes more on fiscal and social conservative ideals, alongside liberal ideologies on economics. The last Republican president to hold office was former President George W. Bush. In terms of the presidency, this political party has succeeded in putting 19 presidents in the White House under its organization as compared to the Democrats who have been close in winning 15 presidential seats (Anderson 45). Aside from these two prominent political parties in the U.S., there are other political parties that exist which are known as the major third parties, which include Constitution Party, Green Party, and Libertarian Party. The Constitution Party’s platform focuses on ideals that are based from the U.S. Declaration of Independence and the Bible. The platform of the Green Party involves more on environmentalism while the Libertarian Party upholds the philosophy of libertarianism (Maisel and Berry 75). Functions of Political Party System The main point of political parties is to group individuals together, who hold the same ideals toward the government. These individuals coordinate their efforts in electing their own candidate to hold a position in the government in order to push their respective platforms to realization. The U.S. has a two-political party system, which consist of Democrats and Republicans. Despite having the existence of minor parties in the political scene, none have succeeded in

Constitutional significance of Article 1, section 8 of the United Research Paper

Constitutional significance of Article 1, section 8 of the United States Constitution - Research Paper Example In a detailed manner, article 1 section 8 of the US Constitution specifies the powers of the Congress. The section lists the powers of the Congress in addition to bestowing the Congress with the power to make rules that are deemed â€Å"necessary and proper† and to oversee their implementation. In the section, the law making powers are stipulated in the states. Among the core powers that are enumerated in article one section eight is the power to set taxes, tariffs and other ways of generating federal revenue. The section also gives the Congress the power to authorize the expenditure of all the federal funds (Law & Versteeg, P. 87). Article 1, section 8 of the Constitution gives the Congress the power to create postal services, Navy, Army, lower federal courts, the power to coin money and the power to declare war. The Congress is also bestowed with the power of determination of naturalization criteria on how immigrants could become citizens of the United States. This power is thus beyond interference by any individual states. The duties of regulating international commerce, provision for the punishment of counterfeiting and the promotion and progress of science and are equally significant duties and powers the Constitution grants to the Congress (Law & Versteeg, P. 88). According to the National constitution center, article 1 section 8 of the United States’ constitution has an immense constitutional significance. The article and section purposes to ensure that the federal government through the Congress maintains its validity in the country. By giving the Congress the core powers of determination of revenues for the country and mechanism of spending the funds, the constitution attempts to maintain the significance of unity within the states of the US. Through giving the Congress the power to constitute armies and Navy, the

Identify key issues related to Essay Example | Topics and Well Written Essays - 250 words

Identify key issues related to - Essay Example In such researches, the researchers should provide an advance warning to the participants and not coarse them into disclosing any private information they do not wish to for legal reasons. Vulnerable participants such as those who are at risk, those with diseases or those who have experienced los should be handled differently from the other participants. This is because the research questions invasion might affect their mental and emotional state which might compromise the research findings (Nieswiadomy, 2012). The researcher must be careful to avoid potential harm being inflicted on the participant as it may not be easy to undo it as the communication is not face-to-face. It is important for the researcher to take time to therefore interact with the participants to get to understand them and hence be aware of how to avoid causing harm. Lastly is on ensuring confidentiality of the research information by the participants especially amidst the hackers and viruses that might expose it. It is important to put safety precaution measures to safeguard the

The History of Chocolate Essay Example for Free

The History of Chocolate Essay The first recorded evidence of chocolate as a food product goes back to Pre-Columbian Mexico. The Mayans and Aztecs were known to make a drink called Xocoatll from the beans of the cocoa tree. In 1528, the conquering Spaniards returned to Spain with chocolate still consumed as a beverage. A similar chocolate drink was brought to a royal wedding in France in 1615, and England welcomed chocolate in 1662. To this point chocolate as we spell it today, had been spelled variously as chocalatall, jocolatte, jacolatte, and chockelet. 11 In 1847, Fry Sons in England introduced the first eating chocolate, but did not attract much attention due to its bitter taste. In 1874, Daniel Peter, a famed Swiss chocolateer, experimented with various mixtures in an effort to balance chocolates rough flavor, and eventually stumbled upon that abundant product milk. This changed everything and chocolates acceptance after that was quick and enthusiastic. GROWING COCOA BEANS Cocoa beans are usually grown on small plantations in suitable land areas 20 degrees north or south of the Equator. One mature cocoa tree can be expected to yield about five pounds of chocolate per year. These are planted in the shade of larger trees such as bananas or mangos, about 1000 trees per hectare (2,471 acres). Cocoa trees take five to eight years to mature. After harvesting from the trees, the pods (which contain the cocoa beans) are split open, beans removed, and the beans are put on trays covered with burlap for about a week until they brown. Then they are sun dried until the moisture content is below 7%. This normally takes another three days. After cleaning, the beans are weighed, selected and blended before roasting at 250 degrees Fahrenheit for two hours. Then shells are removed leaving the nib. Nibs are crushed to create a chocolate mass. This is the base raw material from which all chocolate products are made. KINDS OF CHOCOLATE Milk Chocolate This consists of at least 10% chocolate liquor (raw chocolate pressed from carob nibs) and 12% milk solids combined with sugar, cocoa butter (fat from nibs), and vanilla. Sweet and Semi-Sweet Chocolate Are made from 15-35% chocolate liquor, plus sugar, cocoa butter, and vanilla. Imprecision of the two terms causes them to commonly be called dark or plain chocolate. Dark chocolate has a large following among dessert makers, and for this reason is referred to as baking chocolate. Bittersweet and Bitter Chocolate Bittersweet usually contains 50% chocolate liguor and has a distinct bite to the taste. Bitter or unsweetened chocolate liquor also is used in baking and is also referred to as bakers chocolate. Creams and Variations Bite sized and chocolate covered. They are filled with caramels, nuts, creams, jellies, and so forth. White Chocolate Is not really chocolate as it contains no chocolate liquor, Carob This is a brown powder made from the pulverized fruit of a Mediterranean evergreen. It is used by some as a substitute for chocolate because it can be combined with vegetable fat and sugar, and made to approximately the color and consistency of chocolate.

Post War Developments of Pop Art and Consumerism

Post War Developments of Pop Art and Consumerism What were the most significant changes in consumer behaviour in America after 1945? In what ways did these changes have an impact on the production of art? INTRODUCTION The purpose of this essay is to outline the ways in which consumer behaviour changed in the United States after 1945, and the ways in which the production, and the content, of art reflected these times. These were the years following the Second World War, and advances in technology made during the war were now being used to change the ordinary way of life of American citizens during the new time of peace. National wealth had increased, and the population was very much looking to the future, which seemed more affluent, easier and more convenient than ever before. Buying and spending quickly became the main cultural preoccupation as corporations made use of war-time technology to bring consumers the products of the future today: television, processed food, vacuum cleaners, synthetic fabrics, and Tupperware. (www.ucalgary.ca) In this essay I will show how Pop Art developed in America, and how these newly fashionable artists drew on the consumerist culture of the time to create a kind of art that had not been seen before. CONSUMERISM IN POST-WAR AMERICA In postwar America, the public became more brand-conscious – advertising became much more advanced and was seen as crucial to business, and branding and company logos were part of the everyday landscape. There were technical devlopments in photography, broadcasting and the inventionof television. Sociology in the US was now more concerned with the masses, and pop art identified with this. (Alloway:1974:5) In 1960 the General Motors Corporation spent $66.3 million on advertising, the most of any corporation in that year, but in 1968 Proctor Gamble took the lead at $196.3 million a 200% increase in the top advertising budget in only eight years. Likewise, the advertising revenues for magazines between 1958 and 1968 increased 150%, while the advertising revenues for television in the same period rose nearly 250%. (www.ucalgary.ca) Lifestyle advertising was conceived – instead of pre-war adverts which would have simply described the product and what it literally did, now advertisers wanted to make people think that if they bought a certain product it would be central in changing their life, making them better, happier, more successful. Advertisements promise such abstract desires as beauty, success at work, success in relationships, or the ability to be a better person physically, mentally, and socially. Social historian Christin Mamiya has argued that the changes brought  about in America by the increased industrialisation and urbanisation were those that made the public more susceptible to the media’s influence: In the alienation and non-communal world of urban society it became increasingly important to rely on outward appearances to define self-worth and success, the tools of which advertising provided. (www.ucalgary.ca) John F. Kennedy, elected as President in 1960, fully endorsed the new consumerist ethic through his policy. Kennedy’s government followed the work of British economist John Maynard Keynes, who in earlier decades had written that the key to a nation’s collective wealth lay in the individual spending of individuals. The more money citizens spent, the greater the national wealth would be. The Kennedy government was the first to implement this theory into both domestic and foreign economic policies, thereby officially endorsing and promoting mass production, mass distribution, advertising, and inadvertently, the idea of keeping up with the Joneses. (www.ucalgary.ca) As a result of the war, America felt a new patriotism which was reflected in the all-Americanness of branding products and celebrities. As the wealth of the country increased, and people were inclined to celebrate their status (personal status reflecting the greatness of the country – the American dream) and also to celebrate having life easy in comparison to the hardship and compromises of the war years, products were designed to save time and effort. Advertising was particularly aimed at women in the home – household products, food, housekeeping, clothes, also things that made bored housewives feel more glamorous. During the 2nd World War, Hollywood had also taken the idea of the movie star to another level. Celebrity-watching therefore became a more significant part of the public’s lives, and the faces of celebrities were ubiquitous. The most frequently depicted face in art during this time was that of Kennedy, as he, more than anyone, had realised early on the importance of media marketing and image-creation. The consumerist ideology was therefore perpetuated by the mass media, in radio, television, cinema and print media. POPULAR ART IN THE US This was reflected in art both in terms of the content, and the methods of production and distribution of art. Pop Art originated in New York in the late 1950’s/early ‘60s, and intentionally subverted critical ideas of what constituted ‘art.’ Household objects and celebrities faces were the subjects: Suddenly, T.V. dinners and canned spaghetti, department store dresses and blue suede shoes, tailfins and tires were the subject of paintings and sculptures gracing the window fronts of art galleries. (www.ucalgary.ca) Claes Oldenburg, Tom Wesselmann, Roy Lichtenstein, James Rosenquist, and, most famously Andy Warhol were among the leading names of Pop Art. Most of the Pop Artists had previously worked in commercial advertising and printing. Printing presses were used to quickly produce hundreds of standardised images which could then be mass-distributed. Andy Warhol was one of the first to do this; instead of selling unique pieces of work for a high price, he preferred to produce multiple silk-screened copies which were sold for a low price but which together made up large profits. The ideas of mass and standardisation would be seen therefore both in the fact that one piece of art work contained dozens of cola bottles, and also that that piece was itself reproduced again and again. Therefore art became visible to greater sections of the population and to lower classes, because of its positioning – images were seen in conjunction with advertising and printed on clothing and accessories, instead of hidden away in galleries – and its content – where as traditional fine or ‘high’ art requires some academic learning for the viewer to know the correct ways of appreciating it, tins of baked beans were recognisable to all and needed little interpretation. Americanness had been expressed differently in the late 40s and 50s: Abstract Expressionism is characterised by splashes and rhythms of colours across the canvas, often with no subject other than the emotion that the finished image creates in the viewer. It celebrated the individual because it was highly personal. (www.ucalgary.ca) This art was critically acclaimed, but unapproachable to much of the general public, who found it difficult to understand and doubted its artistic credibility. Pop artists reacted directly against the assumptions made by the Abstract Expressionists; they believed that art should be ‘for the people,’ and so they celebrated every-day objects in a style of art that was easily approachable. Pop Art was first seen in a particular school of thought in Britain in the mid-50’s, invented by the Independent Group. This was a group of artists and intellectuals who were fascinated by the effect that post-war American consumerism was having on British culture. Therefore they focused on the trappings of a materialist, brand-conscious culture. The objects depicted in their art were often cheap and defied traditional notions of good taste. British artist Richard Hamilton is regarded as the first to expressly define Pop Art. He characterised it as: Popular (designed for a mass audience) Transient (short-term solution) Expendable (easily-forgotten) Low Cost Mass produced Young (aimed at youth) Witty Sexy Gimmicky Glamorous Big business. (www.ucalgary.ca) It has been argued that the work of the Independent Group probably did not influence the American Pop Artists as they started creating work later in the decade. American artists would likely be unaware of this small and avante-garde movement in Britain. If this is the case, it is evidence of the widespread influence of post-war consumerism and advertising, that people on both sides of the Atlantic begun to develop similar ideas about art. Critics were deeply offended Pop Art, believing that it was of no real artistic merit. No progress was made, they argued, in the use of colour or materials, and the subject matter was frequently in bad taste or simply banal. Unlike Folk Art, pop culture is created on a huge scale to please the mainstream. It is those emblems and messages that we all understand, meaning that we have one shared culture that obliterates other more local or personal cultures. (Alloway:1974:4) But Pop Art was light-hearted, quirky and tongue-in-cheek, even blasà ©, which appealed to a nation of people who after years of war and economic depression, did not want to be too reflective or melancholy. Thus, it was oddly ambivalent. Pop Artists played to these popular needs/desires, and yet bitterly criticised them at the same time. The tone of Pop Art in general was humorous, but artists seemed to be satirising a culture that had ‘dumbed down,’ becoming obsessed with convenience, speed, instantly recognisable iconic images and brand names. For instance Rosenquist painted images of rockets alongside plates of spaghetti, to draw attention to what he saw as the absurdness of modern concerns. Lichenstein painted huge versions of cartoon strips, using the stock themes of romance and violence, and the style of using hundreds of coloured dots to make up the impression of an area of block colour, in order to show how formulaic and non-individual this popular form of art w as. Warhol criticised the mass media in his work, such as his prints of Marilyn Monroe’s face, made after she committed suicide in 1962, which echoed what Steven Madorff describes as the â€Å"repeated, endless manufacture† of the celebrity. Similarly, Warhol created a print of repeated images of a crashed car and mangled corpses, in criticism of the way he believed news reports could reduce a terrible tragedy to a single throwaway image. He produced the painting 129 Die In Jet, after an article about 129 American tourists who were killed in a plane crash over Paris-Orlis. The book draws on Susan Sonag in saying that the more you see pictures, the less real the actual event is. (Museum Ludwig Cologne:1996:474) CONCLUSION The Pop Artists made their art out of drawing attention to the consumerist nature of American culture. To Art critics dismay, household objects such as tinned food, icons of the mass media and such low art conventions such as comic book drawing now became the subjects of high art. Pop Artists had correctly identified the things that were important to the average American citizen, and the content, means of production, and location of their art all reflected this. In many ways Pop Art seemed satirical, wry and at times outright critical. The images made at this time have immortalised an image of post-war America as superficial, image-obsessed and unconcerned with any real depth or subtlety. However the means of production meant that artists were reaping the benefits of this culture. Instead of labouring over an oil painting for months, artists now could print a simple image hundreds of times – money could be made for every print sold, and also galleries would now accept paying high prices for a piece of work that had taken very little time to complete. It was as though artists were portraying Americans as ignorant and lazy, but celebrating and taking advantage of just that. References Alloway, Lawrence (1974) American Pop Art, New York: Collier. Lippard, Lucy (1966) Pop Art, London:Thames Hudson Museum Ludwig Cologne (1996) 20th Century Art, Taschen. http://www.ucalgary.ca/applied_history/tutor/popculture/PfourT.html

Cult Leaders And Their Abuse Of Power :: essays research papers

Cult leaders and their abuse of power Although power should be used with virtue by those with those with good intentions, many of the world's most powerful people use power in ways that purposefully harm other people, the most famous example of this case being Adolf Hitler during World War II. More generally, this includes some past (and present) members of the Royal families, some political leaders as well as a few religious leaders who have used their power to manipulate those lower than them in social status. An example of a power-abusing "religious" leader is Reverend Jim Jones who initiated a ritual suicide to protest racism and fascism. Although in his own mind he had food intentions, to save the world from the Armageddon, he was insane and in the overabundance of power, he was able to kill more than 900 people. It is unclear whether Jim Jones had committed suicide at the ritual or was shot by another, so it is uncertain to say that he had any intentions to die also. Although his protests were for good mo ral purposes, it was wrong of him to use his status as chairman of the Housing Authority and award receiver to gather extra followers to join the suicide. Here he had overstepped the line to abuse the power he was appointed by putting other people's lives at jeopardy. Being in his position, he was most likely aware that he had many supporters believing in him who would gladly follow his lead. It is at this point where he chose to abuse his power by taking advantage of the people who had the most respect and admiration for him. Charles Manson is an example of a cult leader who abused his power, however with intentions very unlike Jim Jones'. Charles Manson wanted revenge for all the wrong he had encountered which is much more selfish and very different from Jim Jones. Charles Manson had experienced a very bumpy childhood being the son of a teenage, bisexual, alcoholic prostitute. Being shuffled between homes of relatives and orphanages, it is not surprising to see that his criminal a ctivity sprouted from a very early age. Manson's incredibly charisma attracted many hippies and he managed to earn himself s reputation as god-like in the eyes of many beautiful girls. When Manson and his "Family" settled down in Spahn Ranch he was able to sleep with a different girl each night.

Peeling Back the Label Essay -- Sociology

Have you ever heard yourself mentioned by someone else as â€Å"mature or immature?† This status is so easy to place on people that they often don’t even realize that they are slapping a label on someone. Have you ever pondered why this person is acting immature? Often people see someone do something obnoxious or stupid and their first thought is â€Å"that person is so immature.† However, what about the effects that leads up to them behaving in this manner? Within my paper I plan to broaden your viewpoint and ideology and show you that immaturity and maturity aren’t just labels, but are the results of many leading affects in a person’s life. The first idea we want to look at would be, â€Å"what does maturity or immaturity really mean and what all does it involve? Maturity and immaturity are only two parts, and the most commonly heard, however there is a third aspect; pseudomaturity. According to the International Journal Of Behavioral Development, pseudomaturity is an attained social maturity without the psychological maturity. Drug abuse can be categorized in the pseudomature area because people who become addicted to drugs do it to look cool, or fit in, not because it is a better way to understand themselves or because is it healthy for them. Maturity is often used to define someone, or their actions, instead of themselves. A teen graciously takes over watching her little siblings without being asked and her Mom instantly praises her with, â€Å"sweetheart, you are becoming so mature these days.† This type of labeling is becoming so common in our culture, because parents throw the word out and the teen comes to connect the word mature with their actions. Maturity in actual reality is not whether you perform a task correctly or what you did, but... ...o, David, Seung Hee Yoo, and Johnny Fontaine. "Hypocrisy Or Maturity? Culture And Context Differentiation." European Journal Of Personality 23.3 (2009): 251-264. PsycINFO. Web. 25 Apr. 2012. NIV Bible Rutger C. M. E. Engels, et al. "Parent-Child Relationships, Partner Relationships, And Emotional Adjustment: A Birth-To-Maturity Prospective Study." Developmental Psychology 43.2 (2007): 429-437. PsycARTICLES. Web. 25 Apr. 2012. S. Alexandra Burt, et al. "Genetic And Environmental Influences On Personality Trait Stability And Growth During The Transition To Adulthood: A Three-Wave Longitudinal Study." Journal Of Personality And Social Psychology 100.3 (2011): 545-556. PsycARTICLES. Web. 25 Apr. 2012. Wim H. J. Meeus, et al. "Maturation Of Personality In Adolescence." Journal Of Personality And Social Psychology 96.4 (2009): 898-912. PsycARTICLES. Web. 25 Apr. 2012.

A Term Paper :: essays research papers

This short story term report is on the book The Best American Short Stories 1960, â€Å"The Day of the Bullet†.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  It first takes place in the sixties when Stanley’s wife is reading the newspaper and Stanley sees a picture of his old best friend, Iggy, on the front page. He grabs the paper and reads that Iggy has been shot. Then the story takes us back to the 1920s when Stanley saw Iggy last. Iggy loved golf, and he was always trying to save his money for a golf putter. Stanley and Iggy used to sneak off to a golf course to steal golf balls in the one of the course’s ponds. Then the author shaped a picture in my mind about the last time Iggy and Stanley were there. They saw the golf club owner, Mr. Rose, beat another man. The two boys decided that they should tell the police what had happened.   Ã‚  Ã‚  Ã‚  Ã‚  When they arrived at the police station and told the chief what had happened. He did not believe them, and he called Mr. Rose and Iggy’s father to question them. Iggy tried to get his father to back him up, but he wouldn’t. He agreed that Iggy is just trying to cause trouble.   Ã‚  Ã‚  Ã‚  Ã‚  Mr. Rose (pretending to be a nice guy) gave Iggy a dollar bill saying that he paid well if he wanted to help him do house chores. Later, as Iggy and Stanley were walking home, Stanley tried to convince Iggy to give the money to his father for better use. Iggy refused to give the money to his father and commented that he wouldn’t because his father wouldn’t back him up in the first place. That night, Iggy moved away.   Ã‚  Ã‚  Ã‚  Ã‚  In a way, the message is similar to the â€Å"don’t judge people by their looks† cliche, except in this case, the judgment is made by age instead of appearances. People come in all different personalities, and just because a child is younger than an adult doesn’t mean the child is mischievous or wrong. It may be more likely because people tend to mature as they age, but still you can’t judge someone by just their age. It sort of brings up the subject about people going through mental stages in their lives, and nobody is excactly the same place.   Ã‚  Ã‚  Ã‚  Ã‚  On the other hand though, I could be wrong because there is no proof in the story that Iggy has not caused trouble before.

Dropbox Case Analysis Essay

Although Dropbox trailed behind its competitors to catch onto the initial wave of the cloud computing, this minor setback did not restrain the company from revolutionizing the way we store data today. When Houston noticed the limited aptitude of preexisting online backup companies, he seized the opportunity to address the transfer of information across firewalls, unreliable wireless connection, and inability to effectively process a large amount of data. Whereas the competition relied on a distant server to enable file accesses over the Internet, Dropbox stored files locally on computer hard drives and synchronized copies on their servers to save time and bandwidth. When Houston applied to Y Combinator, he included several assumptions in his business model. Originally, Dropbox would directly target individual users, including consumers and businessmen. This decision was contingent on the theory that IT would overlook the company’s limited track record to certify Dropbox after witnessing such high demand. Adopting a freemium model, Dropbox would offer 1 GB to non-paying subscribers and 10 GB to paying subscribers for 5 dollars a month. To raise the funds necessary to launch Dropbox, Houston aimed to raise capital from investors like Y Combinator and Sequoia Capital. Having developed a strong following from an eclectic group of 782,000 users, Dropbox must now maximize profits through price differentiation. This would help them combat their current operating losses of $14.234 million. By classifying their users into various consumer segments, Dropbox could charge each segment the maximum price they are willing to pay. In this case, the consumer segment would be small to medium sized businesses. Aside from requiring a lot of customer support, these clients would most likely be working with many computers and a lot of data at a time. To tailor to their needs, Dropbox should release a different version of their software and market it at a set bundled price per month. This bundle should include all of the benefits deemed most appealing to businesses, such as: file sharing, large storage capacity, Pack Rat (unlimited undo history), and a personal hotline. By using bulk pricing, Dropbox could offer a deal for groups of  computers rather than charging per each computer separately. By pursing this strategy, Dropbox would stay relevant with competitors like Mozy and Carbonite who have already released different versions of their software to accommodate different consumer segments. This strategy would encourage Dropbox to invent new services that they otherwise would not have invested in without being properly compensated. Additionally, Dropbox would enjoy minimal acquisition costs because small to medium businesses are the consumers who would be most actively searching for these data storage services to optimize operations, thereby coming across Dropbox all on their own. In order to justify this decision, Houston should use a conjoint analysis to determine which Dropbox features hold the most value to these businesses. This will allow them to better customize the bundle and determine the price that will capture the largest market share. Dropbox should also develop a running prototype and expose it to pretest markets or run a beta test. This will reduce risk, increase expected benefits, and forecast sales. To collect feedback from their target audience, Dropbox should continue to follow support forums closely, forward customer surveys, implement A/B testing, and conduct usability tests. With a more refined understanding of this consumer segment’s needs, Dropbox can design a customized premium product that will pave the way for company growth and success.

Micromax Product Manager

Micromax is an Indian consumer electronics company located in Gurgaon, Haryana, India. It is one of the leading mobile phone manufacturers in India as well as in the world. According to industry analysts, as of 2012, Micromax leads the Indian tablet market with a share of 18. 4%, ahead of Samsung and Apple, and is the third largest mobile phone vendor in terms of volume. In Jharkhand first showroom opened at LL03 HARIOM TOWER CERCULAR ROAD, RANCHI. From then the business has widespread all over Jharkhand but yet a lot of market opportunities are still left to achieve in this region. Since the owner of this showroom was first one to bring Micromax in Jharkhand thus he is only responsible to develop any business in required places. He is the owner of authorized Cnf (Carrying and Forwarding) of Micromax in Jharkhand. To modify the saturated market or decide a new market place, he suggested following duties and responsibilities to be performed as follows- * Investigate the economic conditions surrounding your small business activity such as industry trends and competition. Conduct extensive market research prior to starting up your business and continue gathering information throughout the life of the business. * Prepare a detailed business plan so you will not lose sight of your goals and objectives. * Secure sufficient financial resources for future development or expansion. * Contact professional advisors such as an accountant, banker and/or lawyer to provide expert information about your business. * Network with other small businesspeople; establish a support group. Remember, you are not alone. Attend workshops, trade shows, and seminars to keep up-to-date on changes in the industry. * Adopt a team approach; work with others in pursuing common goals. * Understand the skills and qualities you bring to your business. * Develop a situation analysis of your company including its strengths, weaknesses, opportunities and threats to assist in the development of a strategic plan for the future of the business. As we know the company is still in growth phase of PLC. Hence a product manager requires is to perform all his duty with proper routine and with honest. He is having following duties to be performed which he has classified according to preference or importance. Primary Duty In general, a business developer looks for ways to bring in more revenue to a company. This can mean anything from looking for new markets, partnering with other companies, selling new products to existing markets, or developing new products or services for a global market. The business developer must keep abreast of competitor's strategies, such as their marketing plans and new products. In addition, the developer must have an in-depth knowledge of his company's own products, marketing strategies and key demographics. Other Duties The company may give business developer responsibilities that come close to marketing and advertising. For example, the company may ask the developer to help the business create new products and market them as well. A business developer might also have to find new clients, negotiate with them and close those deals. Variation in Responsibilities The actual job responsibilities of a business developer depend on the needs of the company. In a large company, for instance, a developer may focus mostly on acquiring smaller companies that could take away market share. At a smaller company, the business development manager may spend most of his time obtaining corporate accounts and heading up product development projects. Considerations Anyone planning to enter into business should obtain some business development training. For instance, law firms often expect their associate lawyers to find new clients and generate six to eight billable hours each day. Business development training also prepares a worker for several other industries, such as sales and engineering. A successful developer needs strong analytical and research skills, people skills, and to know when to close a deal. In general, a business manager is responsible for running the business day-to-day. Whether, a managing director in a medium-sized company or a business unit director in a large corporate organization, this general management role is crucial to hold the business together, and to lead the changes which will ensure future success.

Sony Case 1991-2003

Exploring Corporate Strategy CLASSIC CASE STUDIES Restructuring Sony Vivek Gupta and Konakanchi Prashanth The electronics and media giant Sony was struggling through the late 1990s and early part of the 21st century. With each disappointment, it seemed that Sony’s management launched another restructuring of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? G G GAs conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the Internet-enabled model. 1 Mitchell Levy, author of The Value Framework INTRODUCTION For the first quarter ending 30 June 2003, Japan-based Sony Corporation (Sony)2 stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of ? 9. 3 million compared to ? 1. 1 billion for the same quarter in 2002. Sony’s revenues fell by 6. 9 per cent to ? 1. 6 trillion for the corresponding period.Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002–03, Sony had spent a massive ? 100bn on restructuring (? ?500m; ? a750m). Moreover, the company had already announced in April 2003 about its plans to spend another ? 1 trillion on a major restructuring initiative in the next three years. Analysts criticised Sony’s management for spending a huge amount on frequent restructuring of its consumer electronics business, which accounted for nearly two-thirds of Sony’s revenues.In 2003, the sales of the consumer electronics division fell by 6. 5 per cent. Notably, Sony’s business operations were restructured five times in the past nine years. Analysts opined that Sony’s excessive focus on the maturing consumer electronics business (profit margin below 1 per cent in 2002†“03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. 1 2 ‘Sony Analyzed via the Value Framework’, Mitchell Levy, posted on www. ecmgt. com, October 2002. Sony was established in 1946.The company invented the video recorder, walkman and mini-disc recorder. It is a leading manufacturer of audio, video, communications and information technology products. Sony has also forayed into diverse fields like music, television, computer entertainment and motion pictures. The company is engaged in five main lines of business – electronics, games, music, pictures and financial services. This case was prepared by Vivek Gupta and Konakanchi Prashanth of the ICFAI Center for Management Research, Hyderabad, India.It is intended as a basis for class discussion and not as an illustration of either good or bad management practice.  © V. Gupta and K. Prashanth, 2004. Not to be reproduced or quoted without permissi on. Exploring Corporate Strategy by Johnson, Scholes & Whittington 1 Restructuring Sony Table 1 Sony’s financials (1991–2003) Year ended March 31 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 * ? 100 = approx. A0. 75. Source: Annual Reports 1991–2003, www. sony. net. Sales & Operating Revenue (? bn)* 3695. 51 3928. 67 3992. 92 3744. 8 3990. 58 4592. 56 5663. 13 6755. 49 6804. 18 6686. 66 7314. 82 7578. 26 7473. 63 Operating Income/loss (? bn) 302. 18 179. 55 126. 46 106. 96 ? 166. 64 235. 32 370. 33 520. 21 338. 06 223. 20 225. 35 134. 63 185. 44 Net Income/loss (? bn) 116. 92 120. 12 36. 26 15. 30 ? 293. 36 54. 25 139. 46 222. 07 179. 00 121. 83 16. 75 15. 31 115. 52 However, Sony’s officials felt that the restructuring measures were delivering the desired results. According to them, the company had shown a significant jump in its profitability in the financial year 2002–03.Sony reported a net income of ? 115. 52bn in the fiscal 2002–03 compared to ? 15. 31bn in 2001–02. (See Table 1 for Sony’s key financials in the past 13 years. ) A statement issued by Sony said, ‘The improvement in the results was partly due to the restructuring of its electronics business, especially in the components units. ’3 At the beginning of the new millennium, Sony faced increased competition from domestic and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses.The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco Systems posed a serious threat to Sony’s home entertainment business. BACKGROUND On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Morita (Morita)4 co-founded a company called Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo Telecommunications Engineer ing Corporation) with an initial capital of ? 190,000 in the city of Nagoya, Japan.They gave importance to product innovation and decided to offer innovative, high-quality products to their consumers. The founders introduced many new products like the magnetic tape recorder, the ‘pocketable radio’, and more. By the 1960s, the company had established itself in Japan and changed its name to Sony Corporation. During the 1960s, the company focused on globalisation and entered the US and European markets. In the 1970s, Sony also set up manufacturing units in the US and Europe. During this period, Sony developed and introduced the Walkman, which was a huge success.It significantly boosted Sony’s sales during the 1980s. By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and France. 3 4 ‘Financial Results for the Second Quarter, FY 2002’, posted on www. sony. net, 28 October 2002. Akio Morita was a graduate in physics, while Masaru Ibuka had a degree in electronic engineering. When Morita joined the Japanese navy as a Lieutenant, he met Ibuka at the navy’s Wartime Research Committee. Exploring Corporate Strategy by Johnson, Scholes & Whittington 2 Restructuring SonyTable 2 Sony’s businesses (1994) Business Electronics Product Groups/Companies Video equipment Details Comprises 8mm, VHS, and Beta-format VTRs, laserdisc players, broadcast and industrial use video equipment, Hi-Vision-related equipment, and videotapes. Comprises CD players, Mini Disc system, headphone stereos, personal component stereos, hi-fi components, digital audio tape recorders/players, radio-cassette tape recorders, tape recorders, radios, car stereos, car navigation systems, professional-use audio equipment, audio tapes, and blank MDs.Comprises colour TVs, Hi-Vision TVs, computer displays, professional-use monitors, satellite broadcast reception systems, projector systems, and large colour video display systems. Comprises semiconductors, electronic components, cathode ray tubes (CRTs), telephone and telecommunications equipment, computers, computer peripherals (including floppy disk systems and CD-ROM systems), home video game systems, batteries, and FA systems. Includes Columbia Records Group; Epic Records Group; TriStar Music Group; Sony Music International; Sony Classical; Sony Classical Film & Video; Sony Wonder; Sony Music Entertainment (Japan) Inc.Includes the Columbia TriStar Motion Picture Companies; Sony Television Entertainment; Columbia TriStar Home Video; and Sony Pictures Studios and The Culver Studios. Sony Retail Entertainment includes Sony Theatres. Comprises the insurance business of Sony Life Insurance Company Limited and the finance operations of Sony Finance International. Audio equipment Television Others Entertainment Music Group – Sony Music Entertainment Pictures Group – Sony Pictures Entertainment Inc. (SPEI) Insurance and Finan ce Sony Life Insurance and Sony Finance InternationalSource: Sony Annual Report 1995, www. sony. net. In 1989, Norio Ohga (Ohga) took over as the chairman and CEO of Sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organised into three broad divisions – Electronics, Entertainment and Insurance and Finance (see Table 2). Each business division was in turn split into product groups. The electronics business division was split into four product groups, which produced a wide variety of products.The entertainment division, which consisted of the music group and the pictures group, made music videos and motion pictures. The finance division consisted of Sony’s life insurance and finance business. The company’s growth was propelled by the launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period.However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the appreciation of the yen against the dollar led to the deterioration in the company’s performance. Exploring Corporate Strategy by Johnson, Scholes & Whittington 3 Restructuring Sony Table 3 Sales performance of the electronics business (1991–95) (in ? bn)* Year/ Business 1991 1992 1993 1994 1995 * ? 100 = approx. A0. 75. Source: Sony Annual Report 1995, www. ony. net. Video Equipment 928 896 828 669 691 Audio Equipment 882 948 928 841 899 Televisions 552 593 634 618 709 Others 619 793 772 817 909 It was noticed that in the e lectronics business (see Table 3), the revenues of the video and audio equipment businesses were coming down or were at best stagnant, while the television and ‘Others’ group were showing signs of improvement. The ‘Others’ group, which consisted of technology intensive products such as computer products, video games, semiconductors and telecom equipment, was performing very well and had a growth rate of nearly 40 per cent.In order to focus on the high growth businesses, Sony announced major changes in the structure of its electronics business in April 1994. Sony’s management felt that the ‘Group’ structure, which had fuelled the company’s growth in the 1980s, was proving to be redundant in the dynamic business environment of the 1990s. In the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio & Video Products Company, the Recor ding Media & Energy Company, the Broadcast Products Company, theBusiness & Industrial Systems Company, the InfoCom Products Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional companies were authorised to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director.In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the companyà ¢â‚¬â„¢s focus on high potential products and expediting the decision making process to make the company more responsive to changing market conditions. Following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers.Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a shareholders’ meeting. My role will be to review their strategies, examine any points I feel should be questioned and provide advice when and where necessary. ’5 The main goals of Sony’s newly formed organisation system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System’ (see Table 4).Explaining the rationale for the new system, Ohga said, ‘By revitalising its organization, Sony aims to introduce appealing p roducts in the market in a timelier fashion while further strengthening cost-competitiveness companywide. ’6 In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level.The team included the Chairman & CEO, Vice Chairman, President & Chief Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s reliance on 5 6 ‘From a Business Group System to a Divisional Company System’, posted on www. sony. net. As quoted in the 1995 annual report, posted on www. sony. net. Exploring Corporate Strategy by Johnson, Scholes & Whittington 4 Restructuring Sony Table 4 Five main goals of the new systemG To further enhance core businesses while developing new ones. G To i ntroduce an organisational structure in which sales and production work closely together and respond quickly to market changes. G To simplify the structure to clarify responsibilities and transfer authority, thus ensuring quick responses to external changes. G To reduce the levels of hierarchy in the organisation. G To encourage the entrepreneurial spirit in order to foster a dynamic management base for the 21st century. Source: ‘From a Business Group System to a Divisional Company System’, posted on www. ony. net. a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organisational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of ? 293. 36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive.Analysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided to integrate the company’s various domestic and global business functions such as marketing, R&D, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on R&D in the IT field. He felt that Sony needed to focus on developing IT-related businesses.Accordingly, Sony’s management reorganised the existing structure to create a new ten-company structure. THE TEN-COMPANY STRUCTURE (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio & Video (A&V) company was split into three new companies – the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry.The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal & Mobile Communications Company. The other companies formed were the Components & Computer Peripherals Company (formerly called the Components Company), the Recording Media & Energy Company, the Broadcast Products Company, the Image & Sound Communications Company (formerly called the Business & Industrial Systems Company) and the Semiconductor Company. Table 5 Basic features of the ten-company structure G A new company structure to promote quicker, more effective operations that better reflect market changes.G The establishment of an Executive Board to reinforce headquarters and corporate strategy and mana gement functions. G The appointment of new companies and groups for entering into the IT and telecommunications businesses. G The consolidation of marketing functions. G The establishment of Corporate Laboratories for new business development. G The training of promising young talent to foster future managers. Source: ‘Sony Announces a New Corporate Structure’, posted on www. sony. net, dated 16 January 1996.Exploring Corporate Strategy by Johnson, Scholes & Whittington 5 Restructuring Sony In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. The board was chaired by Idei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the Chief Technology Officer, the Chief Financial Officer, the Executive Deputy President & Representative Director and the Senior Managing Director.In an attempt to consolidate th e marketing operations of Sony, the marketing divisions that belonged to the previous organisational setup were spun off to create three new marketing groups – the Japan Marketing Group (JMG), the International Marketing & Operations Group (IM&O) and the Electronic Components & Devices Marketing Group (ECDMG). The JMG was responsible for all marketing activities in Japan for five companies – the Display Company, the Home AV Company, the Information Technology Company, the Personal AV Company and the Image & Sound Communications Company.The IM&O was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the worldwide marketing operations for the Semiconductor Company and the Components & Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralise all the R&D e fforts of Sony, the previous R&D structure (in which each company had its own R&D division) was revamped and three new corporate laboratories were established.The laboratories were the Architecture Laboratory (responsible for carrying out R&D for software, network and IT-related technologies), the Product Development Laboratory (R&D for product development in AV businesses) and the System & LSI Laboratory (R&D for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term R&D for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the oncept of ‘virtual companies’ – temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation Mini Disk players. For the financial year 1995†“96, Sony registered a 15 per cent increase in revenues and became profitable again. In April 1998, a new organisation, Corporate Information Systems Solutions (CISS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives.The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet-related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO. Idei reshuffled the management system to facilitate speedy decision making, improve effi ciency, and provide greater role clarity to managers.The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei was responsible for planning and designing Sony’s strategies and supervising the growth of e-business. Along with Ohga, he had to supervise the performance of the entire Sony group. President Ando was made responsible for overseeing Sony’s core electronics business, while Chief Financial Officer (CFO) Tokunaka was made responsible for the company’s financial strategies and network businesses.In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesignated Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile’. 7 7 ‘Sony Names Management Team’, by Yoshiko Hara, EE Times, 9 May 2000. Exploring Corporate Strategy by Johnson, Scholes & Whittington 6 Restructuring Sony Table 6 Sales performance of Sony’s businesses (1995–99) (in ? bn)* Year/Business 1995 1996 1997 1998 1999 CAGR (4 years) ? 100 = approx. A0. 75. Source: Sony Annual Report, 1999, posted on www. sony. net. Electronics 3027 3283 3930 4377 4355 8. 55% Game 35 201 408 700 760 215% Music 481 506 570 660 719 10. 5% Pictures 282 317 439 643 540 17% Insurance 113 207 228 291 339 31% Others 52 78 88 84 81 11. 7% The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8. 55 per cent (see Table 6). The music business had a CAGR of 10. 5 per cent while the pictures business had a CAGR of 17 per cent.Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998–99, its net income dropped by 19. 4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October–December 1998.In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics busin ess. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on).In order to achieve this, Sony announced another reorganisation of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet since the company already had an established position in the electronics and content-related businesses. THE UNIFIED-DISPERSED MANAGEMENT MODEL In April 1999, Sony announced changes in its organisational structure. Through the new framework, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet.Sony’s key business divisions – Consumer Electronics division, Components division, Music division and the Games division – were reorganised into network businesses. This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment (SCE) Company an d the Broadcasting & Professional Systems (B&PS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the B&PS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets.The restructuring aimed at achieving three objectives – strengthening the electronics business, privatising three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. 8 8 It aimed at creating value by dividing the group into networked autonomous business units such that the resources within the Sony Group complemented each other. Exploring Corporate Strategy by Johnson, Scholes & Whittington 7 Restructuring Sony Exhibit 1 The unified-dispersed management modelSource: ‘Sony Announces Organization Structure for New Network Companies’, posted on www. sony. net, 29 March 1999 . Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology & Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company.The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organisation. Each NCB was chaired by the concerned company’s President & CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative Directors, and Corporate Senior Vice President. The new structure aimed at decentralising the worldwide operations of the company. The corporate headquarters gave the network companies the authority to function as autonomous entities in their corresponding businesses.To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and R&D labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Network Solutions (DNS) under the purview of headquarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services.Privatising Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies â€⠀œ Sony Music Entertainment ( Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) – into wholly Exploring Corporate Strategy by Johnson, Scholes & Whittington 8 Restructuring Sony owned subsidiaries of Sony.In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment ( Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and support functions. Sony’s headquarters was split into two separate units – Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group.The support functions, such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term R&D projects were directly supervised by the headquarters, while the immediate and short-term R&D projects were transferred to the concerned network companies. In order to evaluate the performance of the network companies, a value based performance measurement system9 was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet.Its electronic products, such as digital cameras, personal computers, music systems, and Walkman, were made web compatible. Through its website, www. sony. net, consumers could participate in popular television game shows, listen to music, and download songs and movie trailers. Sony also ventured into e-business with the acquisition of Sky Perfect Communications. 10 While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors.Following the announcement of the restructuring programme, Sony’s stock prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony successfully launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, including electronics, movies, personal computers, and mobile telecommunications, were not performing well.Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 199 9) was proving to be a major hurdle for Sony. Consequently, Sony’s financial performance deteriorated by the end of 1990s. For fiscal 1999 –2000, Sony’s net income fell to ? 121. 83bn compared to ? 179bn in the fiscal 1998–99. This resulted in a major fall in its stock prices. By May 2000, Sony’s stock prices fell by 40 per cent to $89. Analysts were quick to criticise Sony’s efforts towards transforming itself into a web-enabled company.They commented that the company had created more hype rather than taking a few significant steps in this regard. In response to these financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division, was 9 A system that helps in effectively determining the cost of capital. The measurement is based on economic profit, which is calculated by subtracting the cost of debt and equity from the operating pr ofit after tax. Sony planned to use this system of measurement to set targets and evaluate business unit performance.The performance was to be linked, in future, with management compensation. 10 A popular satellite broadcasting company in Japan which owned Sky Perfect TV and had successfully ventured into the internet service provider (ISP) business by launching the website, www. so-net. This website enabled online shopping, interactive games, fortune telling as well as stockbroking. Exploring Corporate Strategy by Johnson, Scholes & Whittington 9 Restructuring Sony made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony.Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003. This move would result in the elimination of 17,000 jobs. While im plementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001.The company was severely affected by the slowdown in the IT industry during 2000–01, which led to a decline in the demand for its computer-related products. As a result, in spite of a 9. 4 per cent increase in revenue in the fiscal 2000–01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from ? 121. 83bn in the fiscal 1999–2000 to ? 16. 75bn in the fiscal 2000–01. Analysts commented that Sony required a new business model. The company had immediately to take concrete measures to increase its net income.Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video g adgets and laptops, PCs were losing their charm. It felt that in the emerging age of ‘broadband’11 the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit the opportunities offered by the broadband era, there was a need for yet another organisational restructuring. RESTRUCTURING EFFORTS IN 2001 Sony announced another round of organisational restructuring in March 2001.The company aimed at transforming itself into a Personal Broadband Network Solutions company by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalising on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era. ’12 The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network-based content distribution.New headquarters to function as a hub for Sony’s strategy Under the new structural framework (see Exhibit 2), Sony’s headquarters was revamped into a Global Hub centred on five key businesses – electronics, entertainment, games, financial services and internet/ communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQ).In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware busine ss so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services for the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual 11An acronym for broad bandwidth, it is a high-speed, high-capacity data transmission channel that sends and receives information on coaxial cable or fibre-optic cable (which has a wider bandwidth than conventional telephone lines). This channel can carry video, voice and data simultaneously. 12 As quoted in the Annual Report 2002, www. sony. net. Exploring Corporate Strategy by Johnson, Scholes & Whittington 10 Restructuring Sony Exhibit 2 Sony organisational chart: electronics-related business (as of 1 April 2001)Source: ‘A New Group Structure for the Next Stage of Integrated, Decentralized Management’, www. sony. net, 29 March 2001. copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions). The management platform was headed by the Chief Administrative Officer, a newly created position.Sony’s management also converted the product-centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Exploring Corporate Strategy by Johnson, Scholes & Whittington 11 Restructuring Sony Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured.In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,13 which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible manner to facilitate electronic content distribution.In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a f ee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy system which offered personalised financial services online to its customers.Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganisation, Sony launched some innovative products to cater to the broadband market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $110m in the quarter ending June 2002.In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganis ed into seven business entities – four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management.For the financial year 2001–02, Sony’s operating income fell by a significant 40. 3 per cent while its revenues registered a marginal increase of 3. 6 per cent. According to a BusinessWeek report, sales of Sony’s most profitable products – the PlayStation and the PS2 game consoles – were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan.Analysts also criticised Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profitable businesses like games, insurance, and audio-video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercises had not yielded the expected results. In 2001, restructuring efforts had cost the company ? 100bn; and the proposed restructuring in April 2003 was expected to cost another ? 40bn. 13 The Ubiquitous Value Network is an environment in which PC and non-PC consumer electronics devices are seamlessly connected to each other and to the network, giving users access to all types of content or service, from anywhere across the globe. Exploring Corporate Strategy by Johnson, Scholes & Whittington 12 Restructuring Sony Exhibit 3 Sony organisational chart (as of 1 April 2003) Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effec tive as of April 1, 2003’, www. sony. net, 31 March 2003. Exhibit 4 Responsibilities of network companies and business groups No. 2 3 Network company/ business group Home Network Company Broadband Network Company IT and Mobile Solutions Network Company 4 5 6 Micro Systems Network Company Game Business Group Entertainment Business Group Responsibility To create a new home environment with networked electronic devices centred on next-generation TV Development of next-generation electronics devices and linkages to Game devices To realise a connected world with PC and mobile devices and strengthen the B2B solutions business To enhance key devices and modules as core components of attractive set products To promote Game businesses for the broadband era To develop entertainment content businesses based on pictures and music and develop a new content business model for the network era To integrate various business units providing services based on direct contact with customers (fina nce, retail, etc). Strengthen synergies and develop attractive new business models for customers through the application of IT. 7 Personal Solutions Business Group Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. et, 31 March 2003. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsoft and Sun Microsystems (as well as a few startups) were planning to enter the home entertainment market. Exploring Corporate Strategy by Johnson, Scholes & Whittington 13 Restructuring Sony Exhibit 5 Break-up of Sony’s businesses (31 March 2002)Business Electronics Games Insu rance Films Music Others Sales ($bn) 35. 6 7. 4 3. 7 4. 6 4. 5 0. 6 Operating profits ($m) 125 578 91 147 203 NA Source: ‘Can Sony Retain the Magic’, by Irene M. Kunii & Cliff Edward, BusinessWeek, 11 March 2002. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A BusinessWeek report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo! , nor a limited-product vendor with an efficient distribution network such as Dell. Exploring Corporate Strategy by Johnson, Scholes & Whittington 14