Irony in The Story of an Hour by Kate Chopin Essay -- American Literat

In The Story of an Hour by Kate Chopin, there ar many moments when Chopins craft of writing feeds the irony of the story. One perfect example, assure himself of its truth by a second telegram (772). This sentence subdued me into accept that Mrs. Mallards husband was dead, when in fact, we learn that he never died. In addition, Mrs. Mallard is a woman with a strong sense of passion and detest. In the can, she dies by the nature of story.Chopin brings a style of writing that has irony. In the beginning of the story, Chopins introduces you to the heart trouble that afflicts Mrs. Mallard. Her fountain is significant later because this ailment drives the story. However, the notion of this heart condition can be overlooked as being meaningless. Many readers could argue that this heart condition foreshadowed the climax of the story instantaneously but it does not. In the end of the story, we realize the significance of her sickness. It was a clever way to secretly introduce th e weakness that ends Mrs. Mallards life. Another, well deceptive measure used by Chopin...

Fahrenheit 9/11 Essay -- Michael Moore Movie Persuasion Essays

Fahrenheit(postnominal) 9/11 Michael Moores latest take on, Fahrenheit 9/11, presents a fine look at the administration of George W. Bush and the War on Terrorism. In this film Moore investigates the rapid growth of the United States government and its cut down of trampling the rights of individuals, and the corporatism that is spawned out of the close ties between big government and big business during wartime. Michael Moore may not convince all audiences, but is successful for its existent accuracy in which the evidence spoke for itself, and at the same time proclaimed Moores artistry in transposing and splicing scenes to create impressions that supported his allegations and opinions. Michael Moore has employed two main techniques in an attempt to successfully influence his audience psychological means of strategy, and cinematic techniques of persuasion. These methods, coupled with how they are presented to the audience, and how the audience react, are what Moore uses to creat e a scheming effect.Humor and emotional appeals is what Moore has used in Fahrenheit 9/11 to aid the effect of persuasion. For humor, Moore reaches for an ad populum with his audience, looking to exert his opinion as a justification for his claim. An example can be with the Florida election, where Moore has used a fast tempo background piece of music. This sounds much like a unimaginative hillbilly/country song which can be related to Bushs southern US state background. This music has several functions, including helping Moores rapid delivery of facts, but in this case it illustrates Moores opinion of the nature of the election that it can be seen as some sort of job. By providing a taunt at Bushs background, Moore has given the audience humor. Comedy makes these messages more effective as it increases the liking for the source Moore, and the option of humor might illustrate a shared sense of hilarity that hints at a similar set of underlying ideas that the audience hold.In Fahr enheit 9/11 Moore specifically uses anger as his primary emotion in order to persuade the audience, the anger of Lila Lipscomb, whose son died whilst in combat occupation in Iraq. Moores interview with Lila Lipscomb provides an insight into the pain felt by families whose children had died during the war in Iraq. Moore presents the audience with the nature of Lipscombs anger directed at th... ...ainst its own subjects and its object is not the victory over either Eurasia or East Asia but to keep the very structure of society intact. The aim of this is to beef up Moores view of the drive of the ruling class of modern hierarchical society imposing essentially permanent warfare. Moore reads the quote before the end of the movie. This tactics is used by Moore to give a more memorable and powerful statement, leaving the audience his solidarity attempt to question their leaders action. Michael Moore brilliantly manipulates the conventions of film to make the audience see and feel thes e political and moral issues the way he does. Moore, an outspoken loather of the President has shaped his film like a cinematic bullet, with character assassination as his priority. Fahrenheit 9/11 shows a series of solemn images and sound bites, arranged as a critical history of the Presidents actions since he took office, including the abuse of power and use of fear tactics that have been employed for his monetary and narcissistic gains. Regardless of face-to-face political leanings, Fahrenheit 9/11 is an amazing accomplishment of individual expression and anti-government aggression.

The Gap :: Clothing Retail Sales Papers

The GapFormating problemsGAP. Its on every third glass window that covers the front of the store. The windows flourish large posters and body forms, not mannequins because they dont have heads, hands, or feet. They wear the latest items to arrive in the store, and look impeccable near of the time, because most of the time I dress them. The tiled floor between the glass doors gives way to a scratched and scuffed hard wood floor in desperate take up of a wax and buff. The dust bunnies that seem to breed and quickly distribute themselves until they are under every fixture and on top of every shelf must first be exterminated. The lighting is a combination of muted fluorescent in the middle with focused spotlights on the items toward the outside of the store. I spate catch a whiff of wool, or leather every so often, but usually my nose is polluted with Dream, Heaven, and Blue, constantly sprayed by customers testing it. fitting smell the bottle, ok? Music is always pumping out of t he speakers from a tape that is sent to us from the corporate office. Some generation the songs are danceable, sometimes not, but the account book is always loud enough so that you can listen to it if you get bored, but still hold a conversation over it. Conversations that often times occur between employees themselves. Im not big on the conversing side of it. I listen to the music, thinking about what I really call for to be doing right now. Do I loss to fold this sweatshirt? Do I want to look for another size? No I want to put my tongue piercing back in and dance around the store busting a move for all the world to see. I cant do that. I have to obey the corporate law because Im on Gap Time. Wo handss items are on the left side, mens on the right. Each is divided further into four sections sections one two and three, and the denim section. They all have themes. Section one is usually seasonally casual currently its filled with sweaters and wool pants, scarves, hats and mittens . Section two has all the khakis its sometimes the Gap at Work section, or the anguish and Snappy section. Right now Womens Two is filled with velvet pants, silk shirts, tuxedo skirts and pants, button up shirts, and turtleneck sweaters in merino wool.

The Great Depression :: American History

The Great Depression was a time period in history spanning the 1930s that was a dramatic, economic downturn, the worst in U.S. history. Its affect was felt non only in the United States but by people all over the world. This widespread economic condition is now used in reference as the example of the worst that the economy could ever get. It affected so many people from every economic class. It not only affected a company or a few number of people but it affected just about everyvirtuoso. Peoples personal income decreased dramatically, the profit people and companies made decreased, the governments tax revenue decreased as well, the price of things dropped because the value and worth of things dropped as well. Most of these events flock be traced back to a number of things. The Great Depression was not a sudden collapse. It was destined to happen by the events that led up to it. many of these significant events were the crash of the stock market in 1929, the Roaring Twenties, Maldistribution or the wide division created between the rich and the poor, the closing of banks, the loss of jobs for the American people, and the halt on international trade. One of the most significant of these happened October 29, 1929, known as Black Tuesday. Black Tuesday, a.k.a. The Great strike, Crash of 29, Wall Street Crash of 29, and many more dreadful nicknames. Black Tuesday was the most destructive and the biggest stock market crash in the history of the United States. It was not a one day event however. There was Black Thursday, and Black Monday that led up to it. The primary crash occurred on Black Thursday. After the crash, the entire United States was fill with worried Americans. Fear and panic quickly spread to everyone. At the time, New York had grown largely and become very wealthy. It had over a half of billion people, which made it a metropolis. Also, Wall Street had become the most successful place on Earth. It was one of the top fin ancial centers with the New York Stock deepen as the center of it. The New York Stock Exchange was the largest stock market in the world. All of these things made it more susceptible to a crash or catastrophic event.

Religion on the Internet Essay -- Essays Papers

Religion on the InternetReligion can be a very controersial topic. There are so m whatever different types of religion and different people who practice and believe in these religions. Some people dont believe in any, many have their own, some have one, exactly dont practice it, and some people even have multiple religions. Religion is not a topic you bring up while having a cup of coffee with some friends, unless you are all of the same religion. Usually discussing different religions it causes nothing but problems and arguments. There is even a country music song that is titled, Politics, Religion, and Her. The singer goes on in the song to say how he never likes to discuss any of these three topics with anyone and how they only cause problems. When you type Religion into Net Search on the Internet, you find there are over 300,000 matches to that search. Obviously, religion is all over the internet. The World Wide Web allows people to get their opinions out to millions of Interne t surfers. Some sites offer on-line help to religious practitioners with questions about their particular religion. former(a) sites are just plain fact giving information and explaining a particular type of religion. Then there are sites that try to lure you into connector their religion, and even some cults that are trying to gain new, vulnerable members. With the different ways that they present these sites, it is very easy to get caught up in them and possibly even join. The way they present them to the viewer doesnt make them seem bad or not even close to being a cult. The sites on factual and on-line religion services dont seem to be a problem, and I will discuss their presence on the entanglement later on in this paper. I would now like to talk about the iss... ...le, web browsers, these cults are attracting more and more people. The internet is one of the largest evolution industries right now, but it is also growing many trouble spots. The web has to create some sort of laws and rules about whats allowed on the net. These cult sites moldiness be monitored regularly, so as to make sure they are not endangering the welfare of the common web surfer. Works CitedThe Appeal of the Cults, http//www.serve.com/larryi/appeal.htm, (24 March 1997).Creating a saucily View of God, http//www.comduke.denconv.lynx.htm, (22 March 1997).Cult Recruiting Techniques, http//www.serve.com/larryi/recruit.htm, (24 March 1997).Cult-Think, http//www.alt.religion.scientology.htm, (22 March 1997). Lefevre, Greg, The Internet as a god and progaganda tool for cults, http//cnn.com/TECH/9703/27/techno.pagans/index.html, (24 March 1997).

Religion on the Internet Essay -- Essays Papers

Religion on the InternetReligion can be a very controversial take. thither ar so many another(prenominal) different types of religion and different people who practice and believe in these religions. Some people dont believe in any, some wipe out their own, some have one, but dont practice it, and some people change surface have multiple religions. Religion is not a topic you bring up while having a cup of coffee with some friends, unless you are all of the same religion. Usually discussing different religions it causes nothing but problems and arguments. There is even a country music song that is titled, Politics, Religion, and Her. The singer goes on in the song to say how he never likes to discuss any of these trinity topics with anyone and how they only cause problems. When you type Religion into Net Search on the Internet, you find there are over 300,000 matches to that search. Obviously, religion is all over the internet. The universe of discourse Wide Web allows people to get their opinions out to millions of Internet surfers. Some sites offer on-line help to religious practitioners with questions about their particular religion. Other sites are just plain fact giving information and explaining a particular type of religion. Then there are sites that try to lure you into joining their religion, and even some cults that are trying to gain new, vulnerable members. With the different ways that they present these sites, it is very easy to get caught up in them and possibly even join. The way they present them to the viewer doesnt make them seem bad or not even close to being a cult. The sites on genuine and on-line religion services dont seem to be a problem, and I will discuss their presence on the web after on in this paper. I would now like to talk about the iss... ...le, web browsers, these cults are attracting more and more people. The internet is one of the largest growing industries near now, but it is also growing many trouble spots. The we b has to create some sort of laws and rules about whats allowed on the net. These cult sites must be monitored regularly, so as to make sure they are not endangering the welfare of the common web surfer. Works CitedThe Appeal of the Cults, http//www.serve.com/larryi/appeal.htm, (24 March 1997).Creating a New pick up of God, http//www.comduke.denconv.lynx.htm, (22 March 1997).Cult Recruiting Techniques, http//www.serve.com/larryi/recruit.htm, (24 March 1997).Cult-Think, http//www.alt.religion.scientology.htm, (22 March 1997). Lefevre, Greg, The Internet as a god and progaganda tool for cults, http//cnn.com/TECH/9703/27/techno.pagans/index.html, (24 March 1997).

Chapter 17 Cat, Rat, and Dog

kindles mind had gone blank with shock. The three of them stood transfixed with horror under the Invisibility Cloak. The really last rays of the setting sunbathe were casting a bloody light over the long- bunsed grounds. Then, behind them, they comprehend a wild howling.Hagrid, kindle muttered. Without thinking around what he was doing, he make to turn choke, notwith defending both Ron and Hermione seized his arms.We cant, verbalise Ron, who was paper-white. Hell be in worse trouble if they hunch over weve been to see him.Hermiones breathing was sh in allow and uneven.How could they? she choked. How could they?Come on, say Ron, whose odontiasis seemed to be chattering.They set off back toward the castle, walking slowly to keep themselves hidden under the cloak. The light was fading fast now.By the m they reached blossom ground, puritanicalness was settling like a spell around them.Scabbers, keep still, Ron hissed, clamping his go on over his chest. The rat was wrig gling madly. Ron came to a sudden halt, hard to index Scabbers deeper into his pocket. Whats the matter with you, You stupid rat? Stay still OUCH He bit meRon, be quiet Hermione whisper urgently. Fudgell be out here in a minute He wont stay put Scabbers was plainly terrified. He was writhing with all his strength, severe to break free of Rons grip.Whats the matter with him? yet get to had dependable seen stinking toward them, his body low to the ground, roomy yellow look glinting eerily in the darkness Crookshanks. Whether he could see them or was following the good for you(p) of Scabberss squeaks, arouse couldnt tell.Crookshanks Hermione moaned. No, go off, Crookshanks Go a modeBut the reproduce was getting devouter Scabbers NOToo late the rat had slipped among Rons clutching fingers, hit the ground, and scampered away. In one bound, Crookshanks sprang after him, and before devastate or Hermione could stop him, Ron had thrown the Invisibility Cloak off himself and pelted away into the darkness.Ron Hermione moaned.She and vex looked at each other, wherefore followed at a sprint it was impossible to run full out under the cloak they pulled it off and it streamed behind them like a banner as they hurtled after Ron they could hear his feet thundering along ahead and his shouts at Crookshanks.Get away from him get away Scabbers, come here There was a insolent thud.Gotcha Get off, you stinking cat Harry and Hermione almost fell over Ron they skidded to a stop right in front of him. He was sprawled on the ground, but Scabbers was back in his pocket he had both hands held tight over the quivering lump.Ron come on back under the cloak Hermione panted. Dumbledore the diplomatic minister theyll be coming back out in a minute But before they could cover themselves again, before they could even catch their breath, they heard the meek pounding of gigantic paws. Something was bounding toward them, quiet as a shadow an enormous, pale-eyed, j et-black dog.Harry reached for his sceptre, but too late the dog had made an enormous form and the front paws hit him on the chest he keeled over backward in a whirl of hair he felt its longing breath, saying inch-long teeth But the force of its leap had carried it too far it rolled off him. Dazed, feeling as though his ribs were broken, Harry tried to stand up he could hear it growling as it skidded around for a new attack.Ron was on his feet. As the dog sprang back toward them he pushed Harry parenthesis the dogs jaws fastened instead around Rons outstretched arm. Harry lunged forward, he seized a handful of the brutes hair, but it was pull Ron away as easily as though he were a rag doll Then, out of nowhere, something hit Harry so hard across the face he was knocked off his feet again. He heard Hermione shriek with pain and fall too.Harry groped for his wand, blinking blood out of his eyesLumos he whispered.The wandlight showed him the trunk of a thick tree they had chase d Scabbers into the shadow of the Whomping Willow and its branches were creaking as though in a high wind, whipping backward and forward to stop them going nearer.And there, at the base of the trunk, was the dog, dragging Ron backward into a large gap in the roots Ron was fighting furiously, but his head and torso were slipping out of sight Ron Harry shouted, trying to follow, but a heavy branch whipped lethally through the air and he was forced backward again.All they could see now was one of Rons legs, which he had pendent around a root in an causal agent to stop the dog from pulling him farther underground but a horrible crack bear the air like a gunshot Rons leg had broken, and a moment later, his foot vanished from sight.Harry weve got to go for help Hermione gasped she was bleeding too the Willow had trim her across the shoulder.No That things big enough to eat him we arousent got time Harry were never going to get through without help Another branch whipped set de vour at them, twigs clenched like knuckles.If that dog can get in, we can, Harry panted, darting here and there, trying to find a way through the vicious, swishing branches, but he couldnt get an inch nearer to the tree roots without being in range of the trees blows.Oh, help, help, Hermione whispered frantically, dancing un surely on the spot, PleaseCrookshanks darted forward. He slithered between the battering branches like a snake and placed his front paws upon a knot on the trunk.Abruptly, as though the tree had been turned to marble, it stopped moving. not a leaf twitched or shook.Crookshanks Hermione whispered uncertainly. She now grasped Harrys arm painfully hard. How did he know ?Hes friends with that dog, express Harry grimly. Ive seen them together. Come on and keep your wand out They covered the distance to the trunk in seconds, but before they had reached the gap in the roots, Crookshanks had slid into it with a flick of his bottlebrush tail. Harry went next he crawled forward, headfirst, and slid down an earthy slope to the bottom of a very low tunnel. Crookshanks was a little way along, his eyes flashing in the light from Harrys wand. Seconds later, Hermione slithered down beside him.Wheres Ron? she whispered in a terrified section.This way, say Harry, setting off, hang-backed, after Crookshanks.Where does this tunnel come out? Hermione asked breathlessly from behind him.I dont knowIts marked on the Marauders Map but Fred and George said no ones ever gotten into itIt goes off the edge of the map, but it looked like it was heading for HogsmeadeThey moved as fast as they could, bent almost double ahead of them, Crookshankss tail bobbed in and out of view. On and on went the passage it felt at least as long as the one to Honeydukes All Harry could think of was Ron and what the enormous dog might be doing to himHe was drawing breath in sharp, painful gasps, running at a crouch.And thus the tunnel began to rise moments later it twisted, and Croo kshanks had gone. Ahead Harry could see a patch of dim light through a small opening.He and Hermione paused, gasping for breath, edging forward. Both raised their wands to see what lay beyond.It was a room, a very disordered, ashesy room. Paper was peeling from the walls there were stains all over the history every piece of furniture was broken as though somebody had smashed it. The windows were all boarded up.Harry glanced at Hermione, who looked very panic-struck but nodded.Harry pulled himself out of the hole, staring around. The room was deserted, but a door to their right stood open, leading to a shadowy hallway. Hermione suddenly grabbed Harrys arm again. Her widely eyes were traveling around the boarded windows.Harry, she whispered, I think were in the Shrieking Shack.Harry looked around. His eyes fell on a wooden chair near them. Large chunks had been torn out of it one of the legs had been ripped off entirely.Ghosts didnt do that, he said slowly.At that moment, there wa s a creak overhead. Something had moved upstairs. Both of them looked up at the ceiling. Hermiones grip on Harrys arm was so tight he was losing feeling in his fingers. He raised his eyebrows at her she nodded again and let go. quiet as they could, they crept out into the hall and up the crumbling staircase. Everything was covered in a thick layer of dust except the floor, where a wide shiny bar had been made by something being dragged upstairs.They reached the dark landing.Nox, they whispered together, and the lights at the end of their wands went out. Only one door was open. As they crept toward it, they heard movement from behind it a low moan, and then a deep, loud purring. They exchanged a last look, a last nod.Wand held tightly before him, Harry kicked the door wide open.On a magnificent four-poster bed with dusty hangings lay Crookshanks, purring loudly at the sight of them. On the floor beside him, clutching his leg, which stuck out at a impertinent angle, was Ron.Harry an d Hermione dashed across to him.Ron are you okay?Wheres the dog?Not a dog, Ron moaned. His teeth were gritted with pain. Harry, its a trap What Hes the doghes an Animagus.Ron was staring over Harrys shoulder. Harry wheeled around. With a snap, the man in the shadows blottod the door behind them.A mass of filthy, matted hair hung to his elbows. If eyes hadnt been shining out of the deep, dark sockets, he might have been a corpse. The waxy skin was stretched so tightly over the bones of his face, it looked like a skull. His yellow teeth were bared in a grin. It was Sirius dismal.Expelliarmus he croaked, pointing Rons wand at them.Harrys and Hermiones wands shot out of their hands, high in the air, and gloomy caught them. Then he took a step closer. His eyes were fixed on Harry.I thought youd come and help your friend, he said hoarsely.His fathom sounded as though he had long since lost the tog of using it. Your father would have done the same for me. Brave of you not to run for a teacher. Im gratefulit will make everything much easier.The taunt about his father rang in Harrys ears as though glum had bellowed it. A boiling hate erupted in Harrys chest, leaving no place for fear. For the first time in his life, he wanted his wand back in his hand, not to defend himself, but to attackto putting to death. Without knowing what he was doing, he started forward, but there was a sudden movement on either side of him and cardinal pairs of hands grabbed him and held him back No, Harry Hermione gasped in a petrified whisper Ron, however, spoke to corrosive.If you want to kill Harry, youll have to kill us too he said fiercely, though the effort of standing upright was draining him of still more(prenominal)(prenominal) color, and he swayed slightly as he spoke.Something flickered in Blacks shadowed eyes.Lie down, he said quietly to Ron. You will damage that leg even more.Did you hear me? Ron said weakly, though he was clinging painfully to Harry to stay upright. Y oull have to kill all three of usTherell be only one murder here tonight, said Black, and his grin widened.Whys that? Harry spat, trying to wrench himself free of Ron, and Hermione. Didnt care last time, did you? Didnt mind slaughtering all those Muggles to get at PettigrewWhats the matter, gone fluffy in Azkaban?Harry Hermione whimpered. Be quietHE KILLED MY MUM AND DAD Harry roared, and with a huge effort he broke free of Hermiones and Rons restraint and lunged forward He had forgotten about magic he had forgotten that he was short and skinny and thirteen, whereas Black was a tall, full-grown man all Harry knew was that he wanted to hurt Black as badly as he could and that he didnt care how much he got hurt in return per happen it was the shock of Harry doing something so stupid, but Black didnt raise the wands in time one of Harrys hands fastened over his wasted wrist, forcing the wand tips away the knuckles of Harrys other hand collided with the side of Blacks head and they fell, backward, into the wall Hermione was screaming Ron was yelling there was a blinding flash as the wands in Blacks hand sent a jet of sparks into the air that missed Harrys face by inches Harry felt the shrunken arm under his fingers twisting madly, but he clung on, his other hand punching every part of Black it could find.But Blacks free hand had found Harrys throatNo, he hissed, Ive waited too long The fingers tightened, Harry choked, his spectacles askew.Then he saw Hermiones foot swing out of nowhere. Black let go of Harry with a grunt of pain Ron had thrown himself on Blacks wand hand and Harry heard a faint clatter He fought free of the tangle of bodies and saw his own wand rolling across the floor he threw himself toward it butArghCrookshanks had joined the fray both sets of front claws had sunk themselves deep into Harrys arm Harry threw him off, but Crookshanks now darted toward Harrys wand NO YOU DONT roared Harry, and he aimed a kick at Crookshanks that made the cat leap aside, spitting Harry snatched up his wand and turned Get out of the way he shouted at Ron and Hermione.They didnt need telling twice. Hermione, gasping for breath, her lip bleeding, scrambled aside, snatching up her and Rons wands. Ron crawled to the four-poster and collapsed onto it, panting, his white face now tinged with green, both hands clutching his broken leg.Black was sprawled at the bottom of the wall. His thin chest rose and fell rapidly as he watched Harry walking slowly nearer, his wand pointing straight at Blacks heart.Going to kill me, Harry? he whispered.Harry stopped right above him, his wand still pointing at Blacks chest, looking down at him. A livid bruise was rising around Blacks left eye and his nose was bleeding.You killed my parents, said Harry, his voice shaking slightly, but his wand hand quite steady.Black stared up at him out of those sunken eyes.I dont deny it, he said very quietly. But if you knew the whole story.The whole story? Harry repeated, a furious pounding in his ears. You sold them to Voldemort. Thats all I need to know.Youve got to listen to me, Black said, and there was a note of urgency in his voice now. Youll regret it if you dontYou dont understand.I understand a lot better than you think, said Harry, and his voice shook more than ever. You never heard her, did you? My mumtrying to stop Voldemort killing meand you did thatyou did it.Before either of them could say another word, something ginger streaked past Harry Crookshanks leapt onto Blacks chest and settled himself there, right over Blacks heart. Black blinked and looked down at the cat.Get off, he murmured, trying to push Crookshanks off him.But Crookshanks sank his claws into Blacks robes and wouldnt shift. He turned his ugly, squashed face to Harry and looked up at him with those great yellow eyes. To his right, Hermione gave a dry sob.Harry stared down at Black and Crookshanks, his grip tightening on the wand. So what if he had to kill the cat too? It wa s in league with BlackIf it was prepared to die, trying to protect Black, that wasnt Harrys business If Black wanted to save it, that only proved he cared more for Crookshanks than for Harrys parents.Harry raised the wand. Now was the moment to do it. Now was the moment to avenge his mother and father. He was going to kill Black. He had to kill Black. This was his chance.The seconds lengthened. And still Harry stood frozen there, wand poised, Black staring up at him, Crookshanks on his chest. Rons ragged breathing came from near the bed Hermione was quite silent.And then came a new sound Muffled footsteps were echoing up through the floor someone was moving downstairs.WERE UP HERE Hermione screamed suddenly. WERE UP HERE SIRIUS opprobrious QUICKBlack made a startled movement that almost dislodged Crookshanks Harry gripped his wand convulsively Do it now said a voice in his head but the footsteps were thundering up the stairs and Harry still hadnt done it.The door of the room b urst open in a shower of red sparks and Harry wheeled around as Professor Lupin came hurtling into the room, his face bloodless, his wand raised and ready. His eyes flickered over Ron, lying on the floor, over Hermione, cowering next to the door, to Harry, standing there with his wand covering Black, and then to Black himself, crumpled and bleeding at Harrys feet.Expelliarmus Lupin shouted.Harrys wand flew once more out of his hand so did the two Hermione was holding. Lupin caught them all deftly, then moved into the room, staring at Black, who still had Crookshanks lying protectively across his chest.Harry stood there, feeling suddenly empty. He hadnt done it. His nerve had failed him. Black was going to be handed back to the Dementors.Then Lupin spoke, in a very tense voice.Where is he, Sirius?Harry looked quickly at Lupin. He didnt understand what Lupin meant. Who was Lupin talking about? He turned to look at Black again.Blacks face was quite expressionless. For a few seconds, he didnt move at all. Then, very slowly, he raised his empty hand and pointed straight at Ron. Mystified, Harry glanced around at Ron, who looked bewildered.But then Lupin muttered, staring at Black so intently it seemed he was trying to read his mind, why hasnt he shown himself before now? Unless Lupins eyes suddenly widened, as though he was seeing something beyond Black, something none of the rest could see, unless he was the oneunless you switched without telling me? precise slowly, his sunken gaze never leaving Lupins face, Black nodded.Professor, Harry interrupted loudly, whats going on ?But he never finished the question, because what he saw made his voice die in his throat. Lupin was lowering his wand, gazing fixed at Black. The Professor walked to Blacks side, seized his hand, pulled him to his feet so that Crookshanks fell to the floor, and embraced Black like a brother.Harry felt as though the bottom had dropped out of his stomach.I DONT BELIEVE IT Hermione screamed.Lupin let go of Black and turned to her. She had raised herself off the floor and was pointing at Lupin, wild-eyed. You you Hermione ?C you and himHermione, calm down I didnt tell anyone Hermione shrieked. Ive been covering up for you Hermione, listen to me, please Lupin shouted. I can explain Harry could feel himself shaking, not with fear, but with a fresh wave of fury.I trusted you, he shouted at Lupin, his voice wavering, out of control, and all the time youve been his friendYoure wrong, said Lupin. I havent been Siriuss friend, but I am now Let me explain.NO Hermione screamed. Harry, dont trust him, hes been dowry Black get into the castle, he wants you dead too hes a werewolfThere was a ringing silence. Everyones eyes were now on Lupin, who looked remarkably calm, though rather pale.Not at all up to your usual standard, Hermione, he said. Only one out of three, Im afraid. I have not been helping Sirius get into the castle and I certainly dont want Harry dead. An odd shiver pass ed over his face. But I wont deny that I am a werewolf.Ron made a valiant effort to get up again but fell back with a whimper of pain. Lupin made toward him, looking concerned, but Ron gasped, Get away from me, werewolfLupin stopped dead. Then, with an obvious effort, he turned to Hermione and said, How long have you known?Ages, Hermione whispered. Since I did Professor Snapes essayHell be delighted, said Lupin coolly. He assigned that essay hoping someone would realize what my symptoms meant Did you check the lunar chart and realize that I was always ill at the full moon? Or did you realize that the Boggart changed into the moon when it saw me?Both, Hermione said quietly.Lupin forced a laugh.Youre the cleverest witch of your age Ive ever met, Hermione.Im not, Hermione whispered. If Id been a bit cleverer, Id have told everyone what you areBut they already know, said Lupin. At least, the staff do.Dumbledore hired you when he knew you were a werewolf, Ron gasped. Is he mad?Some of th e staff thought so, said Lupin. He had to ready very hard to convince certain teachers that Im trustworthy AND HE WAS WRONG Harry yelled. YOUVE BEEN HELPING HIM ALL THE TIME He was pointing at Black, who suddenly track to the four-poster bed and sank onto it, his face hidden in one shaking hand. Crookshanks leapt up beside him and stepped onto his lap, purring. Ron edged away from both of them, dragging his leg.I have not been helping Sirius, said Lupin. If youll give me a chance, Ill explain. Look He separated Harrys, Rons and Hermiones wands and threw each back to its owner Harry caught his, stunned.There, said Lupin, sticking his own wand back into his belt Youre armed, were not. Now will you listen?Harry didnt know what to think. Was it a trick?If you havent been helping him, he said, with a furious glance at Black, how did you know he was here?The map, said Lupin. The Marauders Map. I was in my office examining it You know how to work it? Harry said suspiciously.Of course I k now how to work it, said Lupin, waving his hand impatiently. I helped write it. Im Moony that was my friends nickname for me at school.You wrote ?The important thing is, I was watching it carefully this evening, because I had an idea that you, Ron, and Hermione might try and sneak out of the castle to visit Hagrid before his Hippogriff was executed. And I was right, wasnt I?He had started to pace up and down, looking at them. Little patches of dust rose at his feet.You might have been wearing your fathers old cloak, HarryHow dyou know about the cloak?The number of times I saw mob disappearing under it said Lupin, waving an impatient hand again. The point is, even if youre wearing an Invisibility Cloak, you still show up on the Marauders Map. I watched you cross the grounds and enter Hagrids hut. Twenty minutes later, you left Hagrid, and set off back toward the castle. But you were now accompanied by somebody else.What? said Harry. No, we werentI couldnt believe my eyes, said Lupi n, still pacing, and ignoring Harrys interruption. I thought the map must be malfunctioning. How could he be with you?No one was with us said Harry.And then I saw another dot, moving fast toward you, labeled Sirius BlackI saw him collide with you I watched as he pulled two of you into the Whomping Willow One of us Ron said angrily.No, Ron, said Lupin. Two of you.He had stopped his pacing, his eyes moving over Ron.Do you think I could have a look at the rat? he said evenly.What? said Ron. Whats Scabbers got to do with it?Everything, said Lupin. Could I see him, please?Ron hesitated, then put a hand inside his robes. Scabbers emerged, thrashing desperately Ron had to seize his long bald tail to stop him escaping. Crookshanks stood up on Blacks leg and made a soft hissing noise.Lupin moved closer to Ron. He seemed to be holding his breath as he gazed intently at Scabbers.What? Ron said again, holding Scabbers close to him, looking scared. Whats my rat got to do with anything?Thats not a rat, croaked Sirius Black suddenly.What dyou mean of course hes a rat No, hes not, said Lupin quietly. Hes a wizard.An Animagus, said Black, by the name of Peter Pettigrew.

Chapter 12 Zara

CHAPTER market furrows Delivering 12 Customer Value PRE VIEWING We at one condemnation arrive at the third grocerying mix shotdistri scarceion. Firms r atomic number 18ly induce alone in creating value for nodes and building pro hold upable customer relationships. kind of, to a greater extent(prenominal) or less THE CONCEPTS are barely a single(a) link in a largerr affix kitchen range and commercializeing billet. As such, an individual firms success depends not only on how well it performs scarce excessively on how well its entire trade stubalize competes with competitors bring. To be good at customer relationship charge, a ac community must also be good at partner relationship management.The first part of this chapter explores the nature of trade impart and the marketers leave design and management decisions. We then examine physical scatteringor logisticsan area that is growing dramatically in importance and sophistication. In the next chapter, well lo ok to a greater extent tight at two study air intermediariesretailers and self-colouredsalers. Well start with a look at a alliance whose groundbreaking, customer-centred scattering strategy took it to the top of its indus gauge. Q uick, which rental-car political party is design one? Chances are good that you said Hertz. Okay, whos number two?That must be Avis, you say. After all, for years Avis advertising has said, Were 2, so we try harder But if you said Hertz or Avis, youre some to be surprised. By any measuremost locations, r dismantleues, mesh, or number of carsthe number-one North Ameri squirt rental-car attach to is opening Rent-A-Car. Whats more, this is no recent development. initiative left number-two Hertz in its rear- arrest mirror in the late 1990s and has neer looked back. What may declare fooled you is that for a long time, Hertz was number one in airdrome car rentals. However, with estimated r pointues of US$9. billion and growing, Enterprise now has 30 per centum more overall car rental gross revenue than Hertz. Whats more, analysts estimate that the privately owned Enterprise is tw water ice as profitable as Hertz. How did Enterprise become such a dominating industry leader? The union might argue that it was by with(predicate) better monetary values or better merchandising. But what contributed most to Enterprise pickings the lead was an industry-changing, customer-driven diffusion strategy. While competitors such as Hertz and Avis cerebrate on serving travellers at airports, Enterprise actual a in the raw dispersion doorway to a large and untapped segment.It opened withdraw-airport, neighbourhood locations that set asided minuscule-term carreplacement rentals for people whose cars were wrecked, stolen, or organism serviced, or for people who alone treasured a different car for a short trip or special occasion. It all started more than half a century past when Enterprise founder Jack Taylor discovered an u nmet customer need. He was operative at a St. Louis auto dealership, and customers practically asked him where they could get a replacement The tagline sever Enterprise. Well Pick You car when theirs was in the shop for repairs or body work.To fancy this need, Up remains the companys main value Taylor opened a car-leasing business. But rather than competing head-on with proposition. the likes of Hertz and Avis serving travellers at airports, Taylor located his rental world agencys in centre-city and neighbourhood areas, closer to his replacement-car target customers. These locations also gave Taylor a approach advantageproperty rents were dismay and he didnt ready to pay airport taxes and fees. Taylors groundbreaking scattering strategy worked and the business grew quickly. As he opened multiple locations in St.Louis and opposite cities, he renamed his business Enterprise Rent-A-Car after the U. S. Navy aircraft carrier on which he had served as a naval aviator. Enterpri se continued to focus steadfastly on what it called the home-city market, primarily serving customers whod been in wrecks or whose cars were being serviced. Enterprise branch managers developed strong relationships with local anesthetic auto insurance adjusters, dealership sales and service personnel, and body shops and service garages, make Enterprise their preferred neighbourhood rental-car supplier.Customers in the home-city market had special needs. Often, they were at the scene of a wreck or at a repair shop and had no way to get to an Enterprise office to pick up a rental car. So the company came up with an different gamechanging ideapicking customers up wherever they happen to be and conduct them back to the rental office. Hence the tagline Pick Enterprise. Well Pick You Up, which remains the companys main value proposition to this day. By the late 1980s, Enterprise had a large nation roomy network of company-owned off-airport locations and a virtual lock on the home-cit y market.From this strong base, in the mid-1990s Enterprise began expanding its distribution system by directly challenge Hertz and Avis in the onairport market. A decade later, it had operations in 230 airports in North America and Europe. Enterprise opened its first Canadian branch in 1993 in Windsor, Ontario, and since then has experienced double-digit growth in Canada. It now employs 2800 Canadians, and has over 35 000 vehicles and four hundred locations, including 23 offices serving Canadian airports. In late 2007, Enterprise purchased the Vanguard Car Rental Group, which owned the National and Alamo brands.National foc personad on the embodied negotiated rental market while Alamo served primarily the leisure traveller airport market. With the Vanguard acquisition, Enterprise now captures a 27. 4 percent share of the airport market, putting it While competitors Hertz and Avis focused on serving travellers at airports, Enterprise opened off-airport, neighbourhood locations that tryd short-term car-replacement rentals for people whose cars were wrecked, stolen, or being serviced. neck-and-neck with Hertz at 28. 5 percent and draw togethertly owned Avis/Budget at 30. percent. That, combined with its more than 55 percent share of the off-airport market, wins Enterprise the runaway leader in overall car rental sales. Enterprise owns a arresting one-half of all North American rental cars and is the worlds largest automobile vendee. Last year, it purchased 800 000 cars to reinforcer its 7900 locations in the United States and four other countries. However, rather than resting on its laurels, Enterprise continues to seek better shipway to get its cars where customers want them.The enterprising company is now motoring into yet another innovative distribution venuecar sharing and hourly rentals. Car sharing was pioneered in the late 1990s by Zipcar, which operates on parking-starved university campuses and in congested urban areas, where it rents cars on an hourly or daily basis to people who want to run errands or make short trips. Zipcar does not currently serve the Canadian university market but does confuse branches serving the general public in Vancouver and Toronto. Enterprise has now revved up its own car-sharing program, WeCar.This new operation will park automobiles at convenient locations in densely populated urban areas, where re stancents often dont own cars and where business OBJECTIVES 1 2 3 4 5 Explain why companies use merchandising posts and discuss the functions these creases perform. Discuss how telephone circuit divisions interact and how they organize to perform the work of the channel. Identify the major channel alternatives open to a company. Explain how companies select, motivate, and evaluate channel members. Discuss the nature and importance of trade logistics and integrated supply scope management. 90 initiate 3 De sign a Customer-Driven Strategy and Mix commuters would like to have occasional car ac cess. Enterprise will also target businesses that want to have WeCar vehicles operational in their parking lots for commuting employees to use. WeCar members pay a US$35 annual membership fee. They can then rent handily located, fuel-efficient cars (mostly Toyota Prius hybrids) for US$10 per hour or US$30 overnightthe rate includes gas and a 200-mile allotment. Renting a WeCar vehicle is a uncomplicated get-in-and-go operation.Just pass your member key fob over a sensor to unlock the car, then open the glove box and enter a spill to release the car key. Although the carsharing market now belongs to tiny Zipcar, a US$100 trillion company that has cars on more than 70 university campuses in several(prenominal) large metropolitan areas, look for giant Enterprise to perfect and expand the new distribution cin one casept. Thus, Enterprise continues to move ahead aggressively with its winning distribution strategy. Says Andy Taylor, founder Jacks son and now longtime Enterprise CEO, We own the high ground in this business and we arent going to pull in it up.As the dynamics of our industry continue to evolve, its clear to us that the future belongs to the service providers who offer the broadest array of work for anyone who needs or wants to rent a car. The company intends to make cars available wherever, whenever, and however customers want them. 1 As the Enterprise story shows, good distribution strategies can contribute strongly to customer value and induce competitive advantage for both a firm and its channel partners. It demonstrates that firms cannot bring value to customers by themselves.Instead, they must work closely with other firms in a larger value sales pitch network. 1 Value delivery network The network made up of the company, suppliers, electrical distributors, and ultimately customers who partner with apiece other to improve the performance of the entire system in delivering customer value. Supply Chains and the Value Delivery Network Prod ucing a crop or service and making it available to buyers petitions building relationships not just with customers, but also with key suppliers and resellers in the companys supply stove. This supply chain consists of upstream and warestream partners.Upstream from the company is the set of firms that supply the raw materials, components, parts, information, finances, and expertise needed to create a product or service. Marketers, however, have traditionally focused on the downstream side of the supply chainon the marketing channels (or distribution channels) that look toward the customer. Downstream marketing channel partners, such as wholesalers and retailers, form a vital connection between the firm and its customers. The term supply chain may be too controlit takes a make-and-sell view of the business.It suggests that raw materials, productive inputs, and factory capacity should serve as the starting point for market planning. A better term would be submit chain because it suggests a sense-and-respond view of the market. Under this view, planning starts with the needs of target customers, to which the company responds by organizing a chain of resources and activities with the goal of creating customer value. Even a demand chain view of a business may be too special, because it takes a step-by-step, linear view of purchase takingsconsumption activities.With the advent of the net and other technologies, however, companies are forming more numerous and complex relationships with other firms. For example, traverse manages numerous supply chains. It also sponsors or transacts on many B2B websites and online purchasing ex dislodges as needs arise. Like fording, most large companies today are engaged in building and managing a continuously evolving value delivery network. As defined in Chapter 2, a value delivery network is made up of the company, suppliers, distributors, and ultimately customers who partner with each other to improve the performance of the entire system.For example, in making and marketing its iPod touch products, Apple manages an entire network of peoValue delivery network In making and market- ple within Apple plus suppliers and resellers outside the company who work ing iPod touch products, Apple manages an unitedly efficiently to give final customers so much to touch. This chapter focuses on marketing channelson the downstream side of the entire network of people within Apple plus suppliers and resellers outside the company who value delivery network.We examine four major questions concerning marketing work effectively together to give final cus- channels What is the nature of marketing channels and why are they important? tomers so much to touch. How do channel firms interact and organize to do the work of the channel? What Chapter 12 Marketing Channels Delivering Customer Value 391 problems do companies face in shrewd and managing their channels? What parting do physical distribution and supply chain management play in attracting and satisfying customers? In Chapter 13, we will look at marketing channel issues from the viewpoint of retailers and wholesalers.The Nature and Importance of Marketing Channels Marketing channel (distribution channel) A set of interdependent organizations that do make a product or service available for use or consumption by the consumer or business user. Few producers sell their goods directly to the final users. Instead, most use intermediaries to bring their products to market. They try to forge a marketing channel (or distribution channel)a set of interdependent organizations that jock make a product or service available for use or consumption by the consumer or business user.A companys channel decisions directly affect either other marketing decision. Pricing depends on whether the company works with national discount chains, uses high-quality specialty stores, or sells directly to consumers via the Web. The firms sales force and communications decisions depend on how much persuasion, training, motivation, and support its channel partners need. Whether a company develops or acquires certain new products may depend on how well those products fit the capabilities of its channel members.For example, Kodak initially interchange its EasyShare printers only in Best get stores to take advantage of the retailers on-the-floor sales staff and their ability to ready buyers on the economics of paying higher initial prices but lower long-term ink costs. Companies often pay too little attention to their distribution channels, sometimes with damage results. In contrast, many companies have used imaginative distribution systems to gain a competitive advantage. FedExs creative and imposing distribution system made it a leader in express delivery. Enterprise revolutionized the car-rental business by setting up off-airport rental offices.And Amazon. com pioneered the sales of books and a wide range of other goods via the Internet. Distri bution channel decisions often involve long-term commitments to other firms. For example, companies such as Ford, HP, or McDonalds can easily change their advertising, pricing, or promotion programs. They can scrap old products and introduce new ones as market tastes demand. But when they set up distribution channels finished contracts with franchisees, independent dealers, or large retailers, they cannot readily replace these channels with company-owned stores or websites if conditions change.Therefore, management must design its channels carefully, with an eye on tomorrows likely merchandising environment as well as todays. How Channel Members Add Value Why do producers give some of the selling job to channel partners? After all, doing so means giving up some control over how and to whom they sell their products. manufacturers use intermediaries because they create greater cogency in making goods available to target markets. Through their contacts, experience, specialization, a nd scale of operation, intermediaries usually offer the firm more than it can achieve on its own. pulp 12. shows how exploitation intermediaries can provide economies. watch 12. 1A shows one-third manufacturers, each employ direct marketing to reach three customers. This system requires social club different contacts. Figure 12. 1B shows the three manufacturers working through one distributor, which contacts the three customers. This system requires only six contacts. In this way, intermediaries reduce the amount of work that must be done by both producers and consumers. From the economic systems point of view, the function of marketing intermediaries is to transform the assortment of products made by producers into the assortment wanted by consumers.Producers make narrow assortments of products in large quantities, but consumers want broad assortments of products in small quantities. Marketing channel members buy large quantities from many producers and break them down into the small quantities and broader assortments wanted by consumers. 392 Part 3 Designing a Customer-Driven Strategy and Mix 1 Manufacturer 3 4 Manufacturer 6 7 Manufacturer 8 9 Customer Manufacturer 6 3 Customer 5 2 Customer Manufacturer Distributor 5 Customer 2 Customer Manufacturer 1 4 Customer A. Number of contacts without a distributor M? C=3? 3=9 B.Number of contacts with a distributor M+C=3+3=6 Figure 12. 1 How fetching a distributor reduces the number of channel transactions For example, Unilever makes cardinals of bar of Lever 2000 hand soap each day, but you want to buy only a few bars at a time. So outsized food, drug, and discount retailers, such as Superstore, Shoppers Drug Mart, and Walmart, buy Lever 2000 by the truckload and stock it on their store shelves. In turn, you can buy a single bar of Lever 2000, along with a shopping cart full of small quantities of toothpaste, shampoo, and other related products as you need them.Thus, intermediaries play an important rol e in matching supply and demand. In making products and serve available to consumers, channel members issue value by bridging the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many key functions. Some help to cut transactions Information Gathering and distributing marketing research and recognition information about actors and forces in the marketing environment needed for planning and aiding exchange. Promotion Developing and spreading persuasive communications about an offer. Contact purpose and communicating with prospective buyers. Matching Shaping and fitting the offer to the buyers needs, including activities such as manufacturing, grading, assembling, and packaging. Negotiation Reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred. Others help to fulfill the completed transactions Physical distribution Transportin g and storing goods. Financing Acquiring and using funds to cover the costs of the channel work. Risk taking Assuming the risks of carrying out the channel work. And a new stage that has been loaned to the list of functions to be performed within the supply chain is environmental sustainability. Take the case of Toronto-based idealistic & Toy In 2007, Grand & Toy, Canadas leading provider of business solutions, announced a new corporate strategy aimed at becoming a leader in environmental sustainability. Among its initiatives was a plan to significantly reduce its environmental footprint in supply chain carbon intensity, packaging, recycling of waste, and distribution centre management.In just a few short years, Grand & Toy has established itself as a leader in sustainable procurement practices, In 2009, for example, the company sponsored two free sustainable procurement showcases to help supply chain management professionals understand how sustainability is becoming a key driv er for innovative procurement solutions, and how to adopt sustainable supply chain practices when working with suppliers and partners that maximize both profitability and corporate social responsibility. 2 Chapter 12 Marketing Channels Delivering Customer Value 393 FPOThe question is not whether these functions need to be performedthey must bebut rather who will perform them. To the extent that the manufacturer performs these functions, its costs go up and its prices must be higher. When some of these functions are shifted to intermediaries, the producers costs and prices may be lower, but the intermediaries must charge more to cover the costs of their work. In dividing the work of the channel, the dissimilar functions should be assigned to the channel members who can add the most value for the cost. Number of Channel LevelsCompanies can design their distribution channels to make products and services available to customers in different ways. Each layer of marketing intermediaries that perform some work in bringing the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel. The number of intermediary levels indicates the length of a channel. Figure 12. 2A shows several consumer distribution chanGrand & Toys sustainability vision involves powering the pie-eyedial of Canadian businesses to lead the journey towards sustainability. nels of different lengths. Channel 1, called a direct marketing channel, has no intermediary levels the company sells directly to consumers. For example, Mary Kay and Amway sell their products door-to-door, Channel level through home and office sales parties, and on the Web Veseys, located in York, Prince EdA layer of intermediaries that ward Island, sells its plants and bulbs to gardeners across the country through mail cataperform some work in bringing the logues, by telephone, and online. The remaining channels in Fi gure 12. 2A re indirect product and its ownership closer marketing channels, containing one or more intermediaries. to the final buyer. Figure 12. 2B shows some earthy business distribution channels. The business marDirect marketing channel keter can use its own sales force to sell directly to business customers. Or it can sell to various A marketing channel that has no suits of intermediaries, who in turn sell to these customers. Consumer and business marketintermediary levels. ing channels with even more levels can sometimes be found, but less often.From the proIndirect marketing channel ducers point of view, a greater number of levels means less control and greater channel A marketing channel containing complexity. Moreover, all of the institutions in the channel are connected by several types of one or more intermediary levels. fly the coops. These include the physical flow of products, the flow of ownership, the payment flow, the information flow, and the promotion flow. The se flows can make even channels with only one or a few levels very complex. Producer Producer Producer Producer Producer Producer Wholesaler Manufacturer? s representatives or sales branch RetailerRetailer job distributor Business distributor Consumer Channel 1 Consumer Channel 2 Consumer Channel 3 Business customer Channel 1 Business customer Channel 2 Business customer Channel 3 A. Consumer marketing channels B. Business marketing channels Figure 12. 2 Consumer and business marketing channels 394 Part 3 Designing a Customer-Driven Strategy and Mix 2 Channel Behaviour and Organization Distribution channels are more than simple collections of firms tied together by various flows. They are complex behavioural systems in which people and companies interact to discover individual, company, and channel goals.Some channel systems consist only of in imposing interactions among by and large organized firms. Others consist of formal interactions guided by strong organizational structures . Moreover, channel systems do not stand still new types of intermediaries emerge and whole new channel systems evolve. Here we look at channel behaviour and at how members organize to do the work of the channel. Channel Behaviour A marketing channel consists of firms that have partnered for their common good. Each channel member depends on the others. For example, a Ford dealer depends on Ford to design cars that meet consumer needs.In turn, Ford depends on the dealer to attract consumers, persuade them to buy Ford cars, and service cars after the sale. Each Ford dealer also depends on other dealers to provide good sales and service that will uphold the brands reputation. In fact, the success of individual Ford dealers depends on how well the entire Ford marketing channel competes with the channels of other auto manufacturers. Each channel member plays a specialized role in the channel. For example, consumer electronics maker Samsungs role is to produce electronics products that co nsumers will like and to create demand through national advertising.Future Shops role is to display these Samsung products in convenient locations, to answer buyers questions, and to complete sales. The channel will be most effective when each member assumes the tasks it can do best. Ideally, because the success of individual channel members depends on overall channel success, all channel firms should work together smoothly. They should understand and accept their roles, coordinate their activities, and cooperate to attain overall channel goals. However, individual channel members rarely take such a broad view.Cooperating to achieve overall channel goals sometimes means giving up individual company goals. Although channel members depend on one another, they often act alone in their own short-run best interests. They often disagree about who should do what and for what rewards. Such disagreements over goals, roles, and rewards receive channel conflict. Horizontal conflict occurs amo ng firms at the same level of the channel. For instance, some Ford dealers in Vancouver might complain that the other dealers in the city splay sales from them by pricing too low or by advertising outside their assigned territories.Or Holiday Inn franchisees might complain about other Holiday Inn operators overcharging guests or giving poor service, hurting the overall Holiday Inn image. Vertical conflict, conflicts between different levels of the same channel, is even more common. For example, Goodyear created hard feelings and conflict with its atomic number 61 independent-dealer channel when it began selling through mass-merchant retailers For more than 60 years Goodyear sold replacement tires single(a)ly through its premier network of independent Goodyear dealers.Then, in the 1990s, Goodyear shattered tradition and jolted its dealers by agreeing to sell its tires through mass merchants such as Sears and Walmart, placing dealers in direct rivalry with the nations Channel conf lict Disagreements among marketing channel members on goals and roleswho should do what and for what rewards. Channel conflict Goodyear created conflict with its premier independent-dealer channel when it began selling through mass-merchant retailers. Fractured dealer relations weakened the Goodyear name and dropped the company into a more than decade-long profit funk.Chapter 12 Marketing Channels Delivering Customer Value 395 most potent retailers. Goodyear claimed that value-minded tire buyers were increasingly buying from cheaper, multibrand discount outlets and department stores, and that it just now had to put its tires where many consumers were going to buy them. Not surprisingly, Goodyears aggressive moves into new channels set off a surge of channel conflict, and dealer relations deteriorated rapidly. Some of Goodyears best dealers defected to competitors. Other angry dealers struck back by taking on competing brands of cheaper private-label tires.Such dealer actions weaken ed the Goodyear name, and the companys replacement tire saleswhich make up 71 percent of its revenueswent flat, dropping the company into a more than decade-long profit funk. Although Goodyear has since actively set about repairing fractured dealer relations, it still has not fully recovered. We lost sight of the fact that its in our interest that our dealers succeed, admits a Goodyear executive. 3 Some conflict in the channel takes the form of healthy competition. Such competition can be good for the channelwithout it, the channel could become passive and noninnovative.But severe or prolonged conflict, as in the case of Goodyear, can disrupt channel effectiveness and cause unrelenting harm to channel relationships. Companies should manage channel conflict to keep it from getting out of hand. Vertical Marketing Systems Conventional distribution channel A channel consisting of one or more independent producers, wholesalers, and retailers, each a separate business seeking to maximiz e its own profits, even at the expense of profits for the system as a whole. Vertical marketing system (VMS) A distribution channel structure in which producers, wholesalers, and retailers act as a merged system. matchless channel member owns the others, has contracts with them, or has so much power that they must all cooperate. For the channel as a whole to perform well, each channel members role must be specified and channel conflict must be managed. The channel will perform better if it includes a firm, agency, or mechanism that provides leadership and has the power to assign roles and manage conflict. Historically, conventional distribution channels have lacked such leadership and power, often resulting in damaging conflict and poor performance.One of the biggest channel developments over the years has been the emergence of tumid marketing systems that provide channel leadership. Figure 12. 3 contrasts the two types of channel arrangements. A conventional distribution channel consists of one or more independent producers, wholesalers, and retailers. Each is a separate business seeking to maximize its own profits, maybe even at the expense of the system as a whole. No channel member has much control over the other members, and no formal means exists for assigning roles and resolving channel conflict.In contrast, a plumb marketing system (VMS) consists of producers, wholesalers, and retailers acting as a unified system. One channel member owns the others, has contracts with them, or wields so much power that they must all cooperate. The VMS can be dominated by the producer, wholesaler, or retailer. The Forzani Group, headquartered in Calgary, is an example of a retail-dominated VMS. It owns and operates a range of sporting Consumer Figure 12. 3 Comparison of a conventional distribution channel with vertical marketing system Conventional marketing channelVertical marketing channel 396 Part 3 Designing a Customer-Driven Strategy and Mix goods stores includ ing Sport Chek, Coast Mountain Sports, Sport Mart, Athletes World, Hockey Experts, and National Sports. We look now at three major types of VMSs corporate, contractual, and administered. Each uses a different means for setting up leadership and power in the channel. Corporate VMS Corporate VMS A vertical marketing system that combines successive stages of production and distribution under single ownershipchannel leadership is established through common ownership.A corporate VMS integrates successive stages of production and distribution under single ownership. Coordination and conflict management are attained through regular organizational channels. For example, U. S. grocery giant Kroger owns and operates 42 factories that crank out more than 8000 private-label items found on its store shelves. Similarly, to help supply products for its 1760 grocery stores, Safeway owns and operates nine milk plants, eight bakery plants, four ice cream plants, four soft drink bottling plants, and f our fruit and vegetable processing plants.And little-known Italian eyewear maker Luxottica produces many famous eyewear brandsincluding its own Ray-Ban brand and licensed brands such as Polo Ralph Lauren, Dolce & Gabbana, Prada, Versace, and Bvlgari. It then sells these brands through two of the worlds largest optical chains, LensCrafters and Sunglass Hut, which it also owns. 4 Controlling the entire distribution chain has turned Spanish clothing chain Zara into the worlds fastest-growing fashion retailer The secret to Zaras success is its control over close every aspect of the supply chain, from design and production to its own worldwide distribution network.Zara makes 40 percent of its own fabrics and produces more than half of its own clothes, rather than relying on a hodgepodge of slow-moving suppliers. New designs feed into Zara manufacturing centres, which ship finished products directly to 1161 Zara stores in 68 countries, saving time, eliminating the need for warehouses, an d keeping inventories low. Effective vertical integration makes Zara faster, more flexible, and more efficient than international competitors such as the Gap, Benetton, and H&M. And Zaras low costs let it offer midmarket chic at downmarket prices.A couple of summers ago, Zara managed to latch onto one of the seasons hottest trends in just four weeks (versus an industry average of nine months). The process started when trendspotters spread the enunciate back to headquarters White eyeletcotton with tiny holes in itwas set to become white-hot. A quick telephone survey of Zara store managers corroborate that the fabric could be a winner, so in-house designers got down to work. They zapped patterns electronically to Zaras factory across the street, and the fabric was cut.Local subcontractors stitched white-eyelet V-neck belted dressesthink Jackie Kennedy, circa 1960and finished them in less than a week. The US$129 dresses were inspected, tagged, and transported through a tunnel under t he street to a distribution centre. From there, they were quickly dispatched to Zara stores from New York to Tokyowhere they were flying off the racks just two days later. In all, the companys stylish but affordable offerings have attracted a cult following. Zara store sales grew almost 40 percent last year to nearly US$9. 8 billion. 5 Contractual VMSA contractual VMS consists of independent firms at different levels of production and distribution who join together through contracts to obtain more economies or sales impact than each could achieve alone. Channel members coordinate their activities and manage conflict through contractual agreements. Corporate VMS Effective vertical integration makes Zara more flexible and more efficienta virtual blur compared with competitors. It can take a new line from design to production to worldwide distribution in its own stores in less than a month (versus an industry average of nine months).Chapter 12 Marketing Channels Delivering Customer Val ue 397 Contractual VMS A vertical marketing system in which independent firms at different levels of production and distribution join together through contracts to obtain more economies or sales impact than they could achieve alone. immunity organization A contractual vertical marketing system in which a channel member, called a franchisor, links several stages in the productiondistribution process. The franchise organization is the most common type of contractual relationshipa channel member called a franchisor links several stages in the productiondistribution process.Franchising has been the fastest-growing retailing form in Canada, growing more than 20 percent since 1993. It is estimated that Canada has four times more franchises per capita than the United States, with over 78 000 franchises across the country. Canadian franchising employs over 1 million people and represents over $100 billion in annual sales. 6 Almost every kind of business has been franchisedfrom motels and f ast-food restaurants to dental centres and dating services, from wedding consultants and amah services to fitness centres and funeral homes. There are three types of franchises.The first type is the manufacturer-sponsored retailer franchise systemfor example, Ford and its network of independent franchised dealers. The second type is the manufacturer-sponsored wholesaler franchise systemCoca-Cola licenses bottlers (wholesalers) in various markets who buy Coca-Cola syrup concentrate and then bottle and sell the finished product to retailers in local markets. The third type is the service-firmsponsored retailer franchise systemexamples are found in the auto-rental business (Hertz, Avis), the fast-food service business (McDonalds, Burger King), the motel usiness (Holiday Inn, Ramada), and more late in health care (Vancouver-based Nurse Next Door). Lets face it Canadians are getting older. And with the aging population comes a greater need for quality of age(p) home health care. Enter Ken Sim and washbowl DeHart, founders of Nurse Next Door Home Healthcare Services, who sought to provide high quality services that could help improve the lives of those struggling with sick or aging family members. Established in 2001, the company began franchising in 2007.By 2009, Nurse Next Door had 30 franchises across Canada and continues to expand at a rate of two franchises per month across North Americaa staggering 3400 percent growth rate since 2001 The companys success has largely been attributed to the way it supports its franchise operators. For example, client calls are handled through a centralized call centre in Vancouver, freeing franchisees from the time-consuming task of fielding urgent calls around the clock. Nurse Next Door is highly selective about which franchisee applicants it takes on, and those that are successful receive the highest level of support and training possible.The company has earned a number of awards, including being named the sixth best mids ize franchise system in North America by Franchise Business Review in 2009. As it looks toward the future, Nurse Next Doors goal is to generate $1 billion in sales and have 500 franchisees worldwide by 2021. Given its explosive growth and the aging world population, this goal seems very achievable. 7 Nurse Next Doors strategy of treating franchisees like customers it aims to retain for decades has led to rapid growth for this Canadian company. 398Part 3 Designing a Customer-Driven Strategy and Mix The fact that most consumers cannot grade the difference between contractual and corporate VMSs shows how successfully the contractual organizations compete with corporate chains. Chapter 13 presents a fuller discussion of the various contractual VMSs. Administered VMS Administered VMS A vertical marketing system that coordinates successive stages of production and distribution, not through common ownership or contractual ties, but through the size and power of one of the parties.In an ad ministered VMS, leadership is assumed not through common ownership or contractual ties but through the size and power of one or a few dominant channel members. Manufacturers of a top brand can obtain strong trade cooperation and support from resellers. For example, General Electric, Procter & Gamble, and Kraft can command unusual cooperation from resellers regarding displays, shelf space, promotions, and price policies. Large retailers such as Walmart, Home Depot, and Chapters Indigo can exert strong influence on the manufacturers that supply the products they sell.Horizontal Marketing Systems Horizontal marketing system A channel arrangement in which two or more companies at one level join together to follow a new marketing opportunity. Another channel development is the horizontal marketing system, in which two or more companies at one level join together to follow a new marketing opportunity. By working together, companies can combine their financial, production, or marketing res ources to accomplish more than any one company could alone. Companies might join forces with competitors or noncompetitors.They might work with each other on a temporary or permanent basis, or they may create a separate company. For example, McDonalds now places express versions of its restaurants in Walmart stores. McDonalds benefits from Walmarts heavy store traffic, and Walmart keeps esurient shoppers from needing to go elsewhere to eat. In another example, once major competitors, Canadas two largest wineries, T. G. Bright & Co. and Cartier Inniskillin Vintners Inc. , formed an alliance so that they could increase their economies of scale and resources. This was requisite because they wanted to export to the U.S. market, which is dominated by huge American vintners, such as E. &J. Gallo. Such channel arrangements also work well globally. For example, McDonalds recently joined forces with Sinopec, chinas largest gasoline retailer, to place drive-through restaurants at Sinopecs more than 31 000 gas stations. The move greatly speeds McDonalds expansion into China while at the same time pulling hungry motorists into Sinopec gas stations. 8 Multichannel distribution system A distribution system in which a single firm sets up two or more marketing channels to reach one or more customer segments.Multichannel Distribution Systems In the past, many companies used a single channel to sell to a single market or market segment. Today, with the proliferation of customer segments and channel possibilities, more and more companies have adopted multichannel distribution systems often called hybrid marketing channels. Such multichannel marketing occurs when a single firm sets up two or more marketing channels to reach one or more customer segments. The use of multichannel systems has increased greatly in recent years. Figure 12. 4 shows a multichannel marketing system.In the figure, the producer sells directly to consumer segment 1 using direct-mail catalogues, telemarke ting, and the Internet and reaches consumer segment 2 through retailers. It sells indirectly to business Horizontal marketing systems McDonalds recently joined forces with Sinopec, Chinas largest gasoline retailer, to place restaurants at its more than 31 000 gas stations. Here, the presidents of the two companies shake hands while announcing the partnership. Chapter 12 Marketing Channels Delivering Customer Value 399 Figure 12. 4 Multichannel distribution system ProducerDistributors Catalogues, telephone, Internet Retailers Dealers Sales force Consumer segment 1 Consumer segment 2 Business segment 1 Business segment 2 segment 1 through distributors and dealers and to business segment 2 through its own sales force. These days, almost every large company and many small ones distribute through multiple channels. For example, John Deere sells its familiar green and yellow lawn and garden tractors, mowers, and outdoor(a) power products to consumers and commercial users through several channels, including John Deere retailers, Home Depot stores, and online.It sells and services its tractors, combines, planters, and other agricultural equipment through its premium John Deere dealer network. And it sells large construction and forestry equipment through selected large, full-service dealers and their sales forces. Multichannel distribution systems offer many advantages to companies facing large and complex markets. With each new channel, the company expands its sales and market reporting and gains opportunities to tailor its products and services to the specific needs of diverse customer segments.But such multichannel systems are harder to control, and they generate conflict as more channels compete for customers and sales. For example, when John Deere began selling selected consumer products through Home Depot, many of its dealers complained loudly. To avoid such conflicts in its Internet marketing channels, the company routes all of its website sales to John Deere dealers. Changing Channel Organization Disintermediation The cutting out of marketing channel intermediaries by product or service producers, or the displacement of traditional resellers by radical new types of intermediaries.Changes in technology and the explosive growth of direct and online marketing are having a profound impact on the nature and design of marketing channels. One major trend is toward disintermediationa big term with a clear message and important consequences. Disintermediation occurs when product or service producers cut out intermediaries and go directly to final buyers, or when radically new types of channel intermediaries displace traditional ones. Thus, in many industries traditional intermediaries are dropping by the wayside.For example, direct Canada is selling directly to final buyers, cutting travel agents from its marketing channels altogether. In other cases, new forms of resellers are displacing traditional intermediaries. For example, online marketi ng is growing rapidly, taking business from traditional brick-and-mortar retailers to the Internet. Consumers can buy airline tickets and hotel rooms from Expedia. ca and Travelzoo. com electronics from SonyStyle. com clothes and accessories from Bluefly. com and books, depictions, toys, jewellery, sports, consumer electronics, home and garden items, and almost anything else from Amazon. aall without ever stepping into a traditional retail store. Online music download services such as iTunes and Yahoo Music are threatening the very existence of traditional music-store retailers. 400 Part 3 Designing a Customer-Driven Strategy and Mix Avoiding disintermediation problems Black & Deckers website provides detailed information, but you cant buy any of the companys products there. Instead, Black & Decker refers you to resellers websites and stores. In fact, once-dominant music retailer Tower Records declared bankruptcy and closed its doors for good.Disintermediation presents both opportu nities and problems for producers and resellers. Channel innovators who find new ways to add value in the channel can sweep aside traditional resellers and reap the rewards. In turn, traditional intermediaries must continue to innovate to avoid being swept aside. For example, when Netflix pioneered online telecasting rentals, it sent traditional brick-and-mortar video-rental stores such as megahit reeling. To meet the threat, Blockbuster developed its own online DVD-rental service.Now, both Netflix and Blockbuster face disintermediation threats from an even hotter channeldigital video distribution (see Real Marketing 12. 1). Similarly, to remain competitive, product and service producers must develop new channel opportunities such as the Internet and other direct channels. However, developing these new channels often brings them into direct competition with their established channels, resulting in conflict. To ease this problem, companies often look for ways to make going direct a plus for the entire channel.For example, Black & Decker knows that many customers would prefer to buy its power tools and outdoor power equipment online. But selling directly through its website would create conflicts with important and powerful retail partners such as Home Depot, Lowes, Walmart, and Amazon. ca. So, although Black & Deckers website provides detailed information about the companys products, you cant buy a new Black & Decker cordless drill, laser level, or leaf blower there. Instead, the Black & Decker website refers you to resellers websites and stores.Thus, Black & Deckers direct marketing helps both the company and its channel partners. 3 Channel Design Decisions We now look at several channel decisions manufacturers face. In designing marketing channels, manufacturers struggle between what is ideal and what is practical. A new firm with limited capital usually starts by selling in a limited market area. Deciding on the best channels might not be a problem The prob lem might simply be how to commute one or a few good intermediaries to handle the line. If successful, the new firm can branch out to new markets through the existing intermediaries.In smaller markets, the firm might sell directly to retailers in larger markets, it might sell through distributors. In one part of the country, it might grant exclusive franchises in another, it might sell through all available outlets. Then, it might add a web store that sells directly to hard-to-reach customers. In this way, channel systems often evolve to meet market opportunities and conditions. Real Marketing Netflix Disintermediator or Disintermediated? 12. 1 Baseball great Yogi Berra, known more for his mangled phrasing than for his baseball prowess, once said, The future aint what it used to be. For Netflix, the worlds largest online movie-rental service, no matter how you say it, figuring out the future is challenging and a check scary. Netflix faces dramatic changes in how movies and other e ntertainment content will be distributed. The question is, will Netflix be among the disintermediators or among the disintermediated? Less than a decade ago, if you wanted to watch a movie in the comfort of your own home, your only choice was to roust yourself out of that easy chair and trot down to the local Blockbuster or another neighbourhood movie-rental store.In fact, thats how most people still Netflix faces dramatic changes in how movies and other entertainment content will be distributed. Instead of simply do it. Blockbuster has grown to become watching the developments, Netflix intends to lead them. the worlds largest store-rental chain, Since first opening its virtual doors, Netflix has continwith more than 7800 outlets worldwide ued to add innovative features. Its dynamic queue lets and more than US$5. 5 billion in annual sales. customers select as many movie titles as they deal and rank But now, thanks to Netflix, that distribution model is them by preference.Netflix ha s also developed an online changing quickly. In the late 1990s, Netflix pioneered a new recommendation system, called Cinematch, to help customers way to rent moviesvia the Web and direct mail. With Netflix, find movies theyll love based on their own past ratings, you pay a monthly subscription fee and create a movie wish member and critic reviews, and top-rented lists. list online. Netflix mails you a set number of DVDs from your As a result, more and more customers are signing up list at a given time, which you can keep for as long as you like. ith Netflix. Membership has grown to more than 7. 5 million As you return the DVDs in prepaid return envelopes, Netflix subscribers, and in just the past two years, sales and profits automatically sends you new ones from your list. While Netflix have surged 77 percent and 60 percent, respectively. Meanis not available in Canada, Zip. ca offers a very similar service, while, Netflixs success has sent Blockbuster and other videooffering Canad ians over 72 000 titles to choose from. rental stores reeling.As Netflix sales and profits have soared, Netflix offers lots of advantages over the traditional Blockbusters sales have lagged and losings have mounted. Blockbuster brick-and-mortar system. With store video The video rental giant has lost money in 10 of the last rentals, you have to make a special trip whenever you want a 11 years. Although the traditional brick-and-mortar videomovie, and if you dont plan ahead, youll probably find the rental market is still unrecorded and kicking, its stagnating as the latest hot releases out of stock.As for finding copies of oldies red-hot online channel gains momentum. but goodies, or an old documentary or independent film, To meet the disintermediation threat, Blockbuster introforget itstores can hold only a limited selection of DVDs. duced its own online video-rental service. In fact, Blockbuster Finally, many consumers are frustrated by short due dates Total devil takes the new d istribution model one step furand those dreaded late return fees. In contrast, Netflix isnt ther. Total Access customers can order videos online and bound by store-space limitations.It offers a huge selection of then return or exchange them either through the mail or at more than 90 000 titles and 40 million DVDs. The Netflix systheir local Blockbuster store. Blockbusters online business tem eliminates store tripsyou always have a corporation of DVDs quickly grew to over 2 million subscribers in advance levelling off. on hand. And there are no per-movie charges, no due dates, and no late fees. 402 Part 3 Designing a Customer-Driven Strategy and Mix However, for the most part, Blockbuster is still struggling to find the right formula.And so the video-rental channels battle continues. Blockbuster claims the advantages of a click-and-mortar model that offers both online and store services. In contrast, Netflix sees physical stores as an unnecessary and costly limitation. Says Netflix founder and CEO Reed Hastings, For people whod love never to go into a Blockbuster store ever again, we offer better selection, better tools for choosing movies, and more consistent overnight delivery. Either way, theres no going back to the pastthe two competitors are rapidly disintermediating store-only video-rental outfits.But just as the present isnt what it used to be, neither is the future. At the same time that Netflix is displacing traditional store channels, it faces its own disintermediation threat from a potentially even hotter channeldigital video distribution in the form of digital downloads and video on demand (VOD). Digital distribution is a fact of life in the music industry, where music download services are quickly making traditional CD retailers obsolete. Most experts agree that its only a matter of time before digital video distribution displaces DVD video sales and rentals.In fact, its already begun. These days, you can download all kinds of video entertainmen tfrom movies and TV shows to ads and amateur videosto your computer, iPod, or even your cellphone. Satellite and cable TV companies are promising VOD services that will let you view movies and other video entertainment on television whenever and wherever you wish. And video-rental download services such as CinemaNow are already offering a growing list of downloadable titles via the Web.Digital video downloads and video on demand create obvious cost, distribution, and customer whatchamacallit advantages over physically producing and distributing DVDs. For sure, the digital video distribution industry still faces problems. Downloading videos can take a lot of time and yields less-than-DVD quality. Perhaps the biggest barrier so far Hollywood has been cautious about granting video distribution rights, severely limiting the number of available titles. In time, however, all these limitations will likely dissipate. When that happens, it could be lights out for the DVD sales and rental in dustry.Netflix CEO Hastings understands the future challenges. Were sure that were going to be buying cars in 25 years, whereas renting DVDs through the mail in 25 yearsfor sure thats not going to exist, he says. The solution? Keep innovating. Instead of simply watching digital video distribution developments, Netflix intends to lead them. Netflix has already added a watch instantly feature to its website that allows subscribers to instantly stream near-DVD-quality video for a limited but growing list of movie titles and TV programs. Our intention, says Hastings, is to get our watch instantly service to every Internet-connected screen, from cellphones to laptops to WiFi-enabled plasma screens. In this way, Netflix plans to disintermediate its own distribution model before others can do it. Compared to the United States, the online DVD market in Canada is still in its infancy. Thus, it is anticipated that Canadian firms like Zip. ca will experience more modest growth, primarily beca use of the lack of content rights in this country as compared to those in the Unites States. To Hastings, the key to the future is all in how Netflix defines itself. If you think of Netflix as a DVD rental business, youre right to be scared, he says. But if you think of Netflix as an online movie service with multiple different delivery models, then youre a lot less scared. Were only now starting to deliver on that second vision. When asked what Netflix will be like in five years, Hasting responds, We hope to be much larger, have more subscribers, and be successfully expanding into online video. Sources Quotes and other information from Matthew Boyle, Reed Hastings, Fortune, May 28, 2007, p. 30 Nick Wingfield, Netflix vs.Naysayers, Wall Street Journal, March 27, 2007, p. B1 Yuval Rosenberg, Whats Next for Netflix? Fortune, November 29, 2006, p. 172 Paul R. La Monica, DVD or Download? CNNMoney. com, June 26, 2006 Nancy Macdonald, Blockbuster Proves Its Not Dead Yet, Macleans, Mar ch 17, 2008, p. 36 Michael V. Copeland, Netflix Lives Fortune, April 28, 2008, p. 40 Netflix, Inc. , Hoovers Company Records, April 15, 2008, p. 100752 Online DVD Rental Firms Find Big Profits in Tough Times, CBC News, January 27, 2009 and information from www. netflix. com and www. blockbuster. om, accessed November 2008. Marketing channel design Designing effective marketing channels by analyzing consumer needs, setting channel objectives, identifying major channel alternatives, and evaluating them. For maximum effectiveness, however, channel analysis and decision making should be more purposeful. Marketing channel design calls for analyzing consumer needs, setting channel objectives, identifying major channel alternatives, and evaluating them. Analyzing Consumer Needs As noted previously, marketing channels are part of the overall customer-value delivery network.Each channel member and level adds value for the customer. Thus, designing the marketing channel starts with finding o ut what target consumers want from the channel. Do consumers want to buy from close locations or are they willing to travel to more distant centralized locations? Would they rather buy in person, by phone, or online? Do they value bigness of assortment or do they prefer specialization? Do consumers want many add-on services (delivery, repairs, installation), or will they obtain these elsewhere? The Chapter 12 Marketing Channels Delivering Customer Value 403 aster the delivery, the greater the assortment provided, and the more add-on services supplied, the greater the channels service level. Providing the fastest delivery, greatest assortment, and most services may not be possible or practical. The company and its channel members may not have the resources or skills needed to provide all the desired services. Also, providing higher levels of service results in higher costs for the channel and higher prices for consumers. The company must balance consumer needs not only against the feasibility and costs of meeting these needs but also against customer price preferences.The success of discount retailing shows that consumers will often accept lower service levels in exchange for lower prices. Setting Channel Objectives Companies should state their marketing channel objectives in terms of targeted levels of customer service. Usually, a company can identify several segments wanting different levels of service. The company should decide which segments to serve and the best channels to use in each case. In each segment, the company wants to minimize the total channel cost of meeting customer service requirements.The companys channel objectives are also influenced by the nature of the company, its products, its marketing intermediaries, its competitors, and the environment. For example, the companys size and financial situation determine which marketing functions it can handle itself and which it must give to intermediaries. Companies selling perishable products may require more direct marketing to avoid delays and too much handling. In some cases, a company may want to compete in or near the same outlets that carry competitors products.In other cases, companies may avoid the channels used by competitors. Mary Kay, for example, sells direct to consumers through its network of more than 1 million independent beauty consultants in 34 markets worldwide rather than going headto-head with other cosmetics makers for scarce positions in retail stores. And GEICO primarily markets automobile and homeowners insurance directly to consumers via the telephone and Internet rather than through agents. Finally, environmental factors such as economic conditions and legal constraints may affect channel objectives and design.For example, in a depressed economy producers want to distribute their goods in the most economical way, using shorter channels and dropping unneeded services that add to the final price of the goods. Identifying Major Alternatives When the c ompany has defined its channel objectives, it should next identify its major channel alternatives in terms of types of intermediaries, the number of intermediaries, and the responsibilities of each channel member. Types of Intermediaries A firm should identify the types of channel members available to carry out its channel work. Most companies face many channel member choices.For example, until recently, Dell sold directly to final consumers and business buyers only through its sophisticated phone and Internet marketing channel. It also sold directly to large corporate, institutional, and government buyers using its direct sales force. However, to reach more consumers and to match competitors such as HP, Dell now sells indirectly through retailers such as Best Buy and Walmart. It also sells indirectly through value-added resellers, independent distributors and dealers who develop computer systems and applications tailored to the special needs of small and medium-sized business custo mers.Using many types of resellers i

Renaissance Patronage

Renaissance Patronage This paper explores different motivations for art patronage throughout the Renaissance. Art in the reincarnation was often licensed by a patron who wanted to use it as a way to communicate something to the intended viewer. Art was usually commissioned for religious and political reasons or used as proof of wealth or antecedent. The corruption of the church allowed for wealthy patrons to make a donation in order to buy his or her way into heaven. This is called a sale of indulgence, and it is the motivation behind countless works of renaissance art.The entire area Chapel multi-colored by the artist Giotto was commissioned by Enrico Scrovegni to atone for his sin of vigorish. The Chapel was completed 1305 and is located in Padua, Italy. As was a common practice at the time, Enrico himself is depicted in on the wall of the chapel. On the wall of The Last Judgment, Enrico kneels to offer a model of his church to three figures. It is commonly accepted that Enric o cut his church and its paintings as a votive gift made as a partial atonement for his fathers mortal sin of usury and to strengthen his own hope of salvation. By having his image painted into the scene, Enrico assures that his intended audience knows it was his money that paid for the art. This is both politically and religiously make. Masaccios Pisa reredos commissioned in 1426 Pisa is another example of religiously motivated art patronage. This altarpiece was commissioned by Ser Giuliano di Colino di Pietro degli Scarsi and the Carmelite church of S. Maria del Carmine The blueprint behind this altarpiece was simply to give churchgoers a piece of relevant art to view during church and to attract more members.An example of politically motivated art can be found in Siennas Palazzo Pubblico. Allegory of Good and Bad Government by Ambrogio Lorenzetti was commissioned by the Sienese government. The frescos of Allegory embroil the walls of the building depicting life in the city u nder good government versus bad government. The intended audience for this commission was the citizens of Siena. The paintings were propaganda meant to show the viewers how prospering and prosperous the city was under the current leadership of the Council of the Nine. Another politically motivated piece is the well known delineation by Jan Van Eyck, Giovanni Arnolfini and his Wife.This portrait was commissioned in 1434 by Giovanni Arnolfini and is meant to be a physical documentation or witness to him giving his wife leave to conduct household affairs in his absence. This portrait would have been displayed in the Arnolfini household to be seen by visitors and servants and served as proof that Giovanna was in charge of Giovannis affairs while he was traveling. Tres wealth Heures by the Limbourg Brothers was commissioned by the Duke of Berry in 1412 France. This book is an example of royal patronage. It is meant to depict and glorify daily life in the tourist dally while simultane ously belittling those of the lower class.Tres Riches Heures is personalized for the Duke and includes his likeness and some scholars believe that because the faces in the book are so diverse, that they must be portraits of individual members of the court. This fact and the use of the rare pigment lapis lazuli, the intricacy of the book, and the heavy use of hidden symbolism are all meant to illustrate the wealth of the duke. The court was the intended audience of this commission. Patronage was a defining element of renaissance art. There were many motivations to purchase art such as religion, proof of power or wealth, or political reasons.Commissions varied depending on the motivation and the intended audience. Works Cited Carroll, Margaret D. In the Name of God and Profit Jan Van Eycks Arnolfini Portrait. Representations 44. 1 (1993) 96-132. http//www. jstor. org/ constant/2928641 Web. 26 Feb. 2013 James, Sara Nair. Masaccio St. Andrew And The Pisa Altarpiece.. Sixteenth Century Journal 35. 4 (2004) 1178. Academic Search Complete. Web. 27 Feb. 2013. Perkinson, Stephen. Likeness, Loyalty, And The Life Of The Court Artist Portraiture In The Calendar Scenes Of The Tres Riches Heures. Quaerendo 38. /3 (2008) 142-174. Academic Search Complete. Web. 27 Feb. 2013. Polzer, Joseph. Ambrogio Lorenzettis War and Peace Murals Revisited Contributions to the Meaning of the Good Government Allegory Artibus et Historiae. Vol. 23, No. 45 (2002), pp. 63-105 http//www. jstor. org. ezproxy2. drake. brockport. edu/stable/1483682 Web. 24 Feb. 2013 Rough, Robert H. Enrico Scrovegni, The Cavalieri Gaudenti, And The Arena Chapel In Padua. Art Bulletin 62. 1 (1980) 24. Academic Search Complete. Web. 24 Feb. 2013. 2 .Robert H Rough, Enrico Scrovegni, the Cavalieri Gaudenti, and the Arena Chapel in Padua, pg. 26. 3 . Sara Nair James, Masaccio St. Andrew and The Pisa Altarpiece. Pg. 1178 4 . Joseph Polzer, Ambrogio Lorenzettis War and Peace Murals Revisited Contributions to the Meaning of the Good Government Allegory Pg. 64 5 . Margaret D. Carroll, In the Name of God and Profit Jan van Eycks Arnolfini Portrait. Pg. 99 6 . Steven, Perkinson, Likeness, Loyalty, and the Life of the Court Artist Portraiture in the Calendar Scenes of the Tres Riches Heures Pg. 144