Research Findings Report Does speeding up the Music Tempo increase Task Performance

Running head: Research Findings Report Customer Inserts His/her NameAdvertising We will write a custom report sample on Research Findings Report: Does speeding up the Music Tempo increase Task Performance specifically for you for only $16.05 $11/page Learn More Customer Inserts Grade Course Customer Inserts Tutor’s Name 10th June 2011 Outline Abstract Introduction Method Participants Materials and Measures Procedure Description of the Experimental music Completing the Mazes Questionnaires Results Discussion Limitations of the Study Abstract Findings from previous research have established that various features of music have profound effects on human behavior particularly the mood and endurance in exercise and sports domains. This research aims at determining how music tempo affects human performance in specific tasks. To examine this concept, the current study, involved 28 participants grouped into two categories, the experimental group with 15 participants and the control group with 13 participants, who were required to complete three mazes before filling out questionnaires. The experimental group listened to fast music while the control group only listened to low tempo music. The results showed that the control group, on average, completed the mazes at a significantly lesser time than the experimental group. This indicates a correlation between the effects of music upon the subjects’ lives and task performance. These findings have potential implications for labor force in enhancing labor productivity and sports psychology and training. Understanding how the tempo of music affects the speed of performing a task is not only helpful in keeping work schedules but also increasing physical productivity.Advertising Looking for report on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Introduction The effect of music upon human behavior has aroused much interest in psychology. Most of previous researches centered on aspects of human behavior such as mood, emotional responses, and personal preferences. Edworthy and Warring (2006), established that faster music elicits happier responses and can influence the mood (p. 597). In contrast, slower music or lyrics produce unhappier emotional responses. Music, therefore, elicits emotional responses, which in turn influence the human perception of speed. These emotional responses perhaps relate to people’s perception of time and speed. Webster and Weird established that people who listen to faster music, have much happier moods, thought they talked faster and conversation subjects progressed much faster than people who listened to slower music (2005, p. 196 ). Since listening to music alters the mental states that influence human activity, various structural aspects of music can also alter the physical speed. The effect of music on athlete’s performance offers important insights on the influence of music on speed and endurance. Most athletes listen to music during workouts and prior to competitions as a motivational tool that makes them work harder. Music tends to distract one’s attention from the present task, which makes the individual less focused on the physical activity (Crust, Clough, 2006, p. 191). Diverting attention to music leaves no room to focus on tension or pain produced by the exercise. Consequently, the perception about the exertion or complexity of the task is lower. This increases the people’s endurance as well as efforts in performing tasks. Music, therefore, increases endurance making people to work harder though subconsciously. The high efforts expended, when people are listening to music, speeds up the completion of the specific task. However, much of the previous studies do not show how different music tempos influence speed of a physical or mental activity. This research uses a combination of slow and fast tempo music w to i nvestigate people’s speed when performing specific tasks. The purpose of this study is to examine how the different music tempos affect the levels of human activity with other factors such as habits held constant. This research will test the following hypotheses: Firstly, music with fast tempo will lead to fast completion of the mazes. From the literature review, fast music elicits happier emotional responses, which improves the speed of task performance. Secondly, the research will test the alternative hypothesis that a faster tempo will make a participant stressed out, perform the task poorly, and as a result, take longer to complete the task.Advertising We will write a custom report sample on Research Findings Report: Does speeding up the Music Tempo increase Task Performance specifically for you for only $16.05 $11/page Learn More Method Participants This study involved 28 male and female college students. The participants were grouped into t wo categories; experimental and control groups. The grouping was random, that is, there was no specific criterion used to place the participants into either of the group. The research involved manipulating the tempo of music using a classical piano piece called Chopin’s love with the experimental group listening to high tempo music as they completed three mazes. The control group listened to the piece of music only at the original tempo. Materials and Measures This study involved 28 participants divided into two groups. There was a provision of sheets of paper to each of them upon sitting down. The papers contained instructions on how to complete the three mazes. The instructions demanded that the participants had to inform the timekeeper before starting and after completing a maze. The participants were required to complete three mazes while listening to music of varied tempo. They recorded their respective times of completing each maze. After the exercise, the participants were required to complete a questionnaire to provide information regarding their experience during the exercise. Procedure Description of Experimental Music: The music selection used involved a classical piano piece known as Chopin’s love as composed by Nakamura Yuriko. The control group listened to the piece of music at the original tempo, BPM of 108.42 according to mix Meister BPM analyzer. For the experimental group, researcher increased the tempo of the same piece of music to 185 BPM using a Garage Band program. The two groups listened to the piece of music at a constant volume from an apple Mac laptop through large headphones covering their entire ears. Completing the mazes: Once the seated, the 28 participants had to read a sheet of paper containing instructions about the exercise. The research then grouped them into two categories: the control group (n=13), who only listened to the piece of music at the original tempo and the experimental group (n=15), who listened to the music at a higher tempo at 185 BPM.Advertising Looking for report on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More The two groups were to put onto the headphones and once the music begins playing, count five seconds aloud. The two groups listened to the music through headphones. Once the music started playing, the participants counted loudly for five seconds before informing the timekeeper to start timing. After finishing each maze, the participants were required to shout â€Å"STOP† and again count five seconds before proceeding to complete the next maze. The procedure required the participants to repeat these instructions until they completed the three mazes. Questionnaire: After completing the mazes, participants were then asked to fill out a Questionnaire with questions about the role of music in their lives, their experience during the maze completing exercise, their familiarity with the music played and whether they have any hearing impairments. This aimed at determining whether the impact music had on the participant’s lives correlated with the effect the piece of music had on the participant’s speed in completing the maze. The researcher recorded all the respective data. Results The analysis of the results focused on the hypothesis that fast tempo music elicits positive emotional responses that would make the participant to complete the maze faster. Table below records the mean of the participant’s maze completion time (in seconds) and the standard deviation (SD) for the two groups (the experimental and control groups); Mean = Summation of the time taken to fill the mazes/Sample size Standard deviation=√∑ (each value-mean)2/Sample size Maze Completion time (seconds) Mean (M) Standard Deviation (SD) Fast Tempo (Experimental group) 52.1703 13.57 Low Tempo (Control group) 55.50 18.86 Table 1: Means for control and Experimental groups The preliminary results indicated that the questionnaire items had less effect on the speed at which either group completed the maze. The table 1 shows the means and the standard deviatio ns for each treatment. The results conformed to the hypothesis that high tempo music the participants making them to complete the mazes faster than their counterparts subjected to low tempo music do. On average, the participants in the experimental group completed the mazes 3.34seconds faster compared to the participants in the control group. Because the participants in the experimental group completed the mazes much faster compared to participants in the control group, the results were consistent with the first hypothesis. To understand the results of maze completion, the research sought to find out if there is any correlation between the questionnaire items and the speed of completing the mazes. Overall, no participant reported having any hearing impairment, six participants never listened to music while working, and five rarely listened to music, 12 sometimes, five usually with no participant always listening to music when working. These results indicated that the participantâ₠¬â„¢s previous music life or habit had no significant effects on the participant’s speed of completing the mazes. Discussion The major purpose of this study was to find out whether the music tempo has an effect on the speed of task performance. Previous research had established that music elicits emotional responses. These emotional responses then influence the perception of speed, which makes people to perceive that an action progresses faster when subjected to fast tempo music (Edworthy, Warring, 2006, p. 604). In addition, previous research has shown that music influences the efforts that people put into a task, particularly sporting activities (Crust, Clough, 2006, p.194). Based on this evidence, the present study hypothesized that the high music tempo would make people complete involving tasks such as maze completion much faster than in conditions of low tempo music., the results obtained were consistent with the hypothesis but supported the alternative hypothesis that high music tempo makes people perform involving tasks at a much faster rate. The experimental group, on average, completed the maze at a faster rate compared to the control group under conditions of low tempo music. From these results, it is justifiable to conclude that fast tempo music stimulates physical and mental activity when performing specific tasks, which increases the speed of performing the task. This research also aimed at identifying the specific characteristics that predict the extent that the effects of music tempo had on people. However, the items, which included the music life of the participants, hearing impairments and the music genre that participants frequently listened to, did not correlate with the speed of completing the maze. This indicates the inapplicability of these items in prediction of the speed of completing performing tasks. Although the items tested in the questionnaire had less overall impact on the participant’s speed, the lack of hearing i mpairment among the subjects suggests clearly that speed correlated with music tempo. This design of this study aimed to explore the relationship between music tempo and cognitive speed. Usually, when many factors are involved, it is difficult to find results without any external influences. However, this research overcame these obstacles by using a common activity (maze completion) and a piece of music popular among the participants. The intention of the questionnaires items was for better interpretation of the results obtained from the two groups. The findings of this research that high tempo music has a distractive effect, allow for further investigation into the role music plays in enhancing human performance in competitive situations such as athletics or sports. Further research is essential to find out why and how music tempo influences human performance. Limitations of the Study One limitation of this study was that few participants participated in the research, which made it difficult to collect a large amount of data for each treatment. Another limitation of this study was that the participants could not have known the purpose of this study and consequently provided wrongful information when filling out the questionnaires. Future research should explore the effect of both music synchrony and lyrics on the speed of human performance, particularly in physical activities. References Crust, L., Clough, P. (2006). The influence of rhythm and personality in the endurance Response to motivational asynchronous music. Journal of Sports Sciences, 24, 191-196. Edworthy, J., Warring, H. (2006). The effects of music tempo and loudness level on Treadmill exercise. Ergonomics, 49, 597-604. This report on Research Findings Report: Does speeding up the Music Tempo increase Task Performance was written and submitted by user Brylee Franklin to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

A Separate Peace Essay essays

A Separate Peace Essay essays In the novel, A Separate Peace written by John Knowles, the protagonist, Gene Forrester goes through the struggle to achieve and maintain a separate peace. Gene's soul becomes a battleground where jealousy, fear, love, and hatred combat for control of his actions. And amidst the turmoil of his adolescence, it is the victory of the dark forces of human nature that make Gene realize that each person is alone with his enemy, that the only significant wars are not made by external causes, but "by something ignorant in the human heart" (193). The novel's conflict arises out of Gene's refusal to recognize his own feelings of jealousy and insecurity as the "real enemy." Instead, his fears are projected onto his closest companion, Phineas, whom Gene suspects of possessing his own feelings of envy and self-loathing. With Finny as the enemy, Gene is put into a world of competition and hatred, where the only crucial elements worth preserving are his own survival and superiority. This act o f self-deception drives Gene to evil thoughts and behavior, destroying any feelings of affection and friendship that he might have once had for Finny. Upon realizing his mistake and discovering that Phineas does not share Gene's envy and hatred, Gene's isolation and self-loathing deepen and he intentionally cripples the one person who wants to be his friend. Phineas becomes a metaphor for the peace that is lost when Gene is too afraid to identify the enemy within himself. The peace and friendship that Gene lost, the peace that is Finny, becomes for Gene so internalized that he no longer perceives Finny as separate from himself, evidenced by his feeling that Finny's funeral is his own. In the novel, Gene Forrester is portrayed as a Dynamic character. A dynamic character is one who has undergone a change, activity, or progress during the course of a story. Usually a dynamic character is willing to change and develop for a better. ...

Oldowan Tradition - Humankinds First Stone Tools

Oldowan Tradition - Humankinds First Stone Tools The Oldowan Tradition (also called Oldowan Industrial Tradition or Mode 1 as described by Grahame Clarke) is the name given to a pattern of stone-tool making by our hominid ancestors, developed in Africa by about 2.6 million years ago (mya) by our hominin ancestor Homo habilis (probably), and used there until 1.5 mya (mya). First defined by Louis and Mary Leakey at Olduvai Gorge in the Great Rift Valley of Africa, the Oldowan tradition is to date the earliest manifestation of stone tool making on our planet. Further, it is global in scope, a toolkit thought to have been carried out of Africa by our hominin ancestors as they left to colonize the rest of the world. To date, the oldest known Oldowan tools were found at Gona (Ethiopia) at 2.6 ma; the latest in Africa is 1.5 mya at Konso and Kokiselei 5. The end of the Oldowan is defined as the appearance of Mode 2 tools or Acheulean handaxes. The earliest Oldowan sites in Eurasia are 2.0 mya at Renzidong (Anhui Province China), Longgupo (Sichuan Province) and Riwat (on the Potwar Plateau in Pakistan), and the latest so far is at Isampur, 1 mya in the Hungsi valley of India. Some discussion of the stone tools found at Liang Bua Cave in Indonesia suggests that they are Oldowan; which either lends support to the notion that the Flores hominin is a devolved Homo erectus or that the Oldowan tools were not specific to species. What Is an Oldowan Assemblage? The Leakeys described the stone tools at Olduvai as cores in the shapes of polyhedrons, discoids, and spheroids; as heavy and light duty scrapers (sometimes called nuclà ©us racloirs or rostro carà ©nà ©s in the scientific literature); and as choppers and retouched flakes. Selection for raw material sources  can be seen in Oldowan by about 2 mya, at sites like Lokalalei and Melka Kunture in Africa and Gran Dolina in Spain. Some of that is surely related to characteristics of the stone and what the hominid planned to use it for: if you have a choice between basalt and obsidian, youd select basalt as a percussion tool, but obsidian to break down into sharp-edged flakes. Why Did They Make Tools at All? The purpose of the tools is somewhat in controversy. Some scholars are inclined to think that most of the tools are simply steps in manufacturing sharp-edged flakes for cutting. The stone-tool making process  is known as chaà ®ne opà ©ratoire in archaeological circles. Others are less convinced. There is no evidence that our hominid ancestors were eating meat before about 2 mya, so these scholars suggest that the stone tools must have been for use with plants, and the percussion tools and scrapers may have been tools for plant processing. Admittedly, however, its hard to make assumptions on negative evidence: the oldest Homo remains we have only date to 2.33 mya in the Nachukui Formation of West Turkana in Kenya, and we dont know if there are earlier fossils we havent found yet that will be associated with Oldowan, and it may be that Oldowan tools were invented and used by another non-Homo species. History The Leakeys  work in Olduvai Gorge in the 1970s was quite revolutionary by any standards. They defined the original chronology of the Oldowan assemblage in the Great Rift Valley of eastern Africa including the following periods; the stratigraphy within the region; and the material culture, the characteristics of the stone tools themselves. The Leakeys also focused on geological studies of the paleo-landscape of the Olduvai Gorge and its changes over time. In the 1980s, Glynn Isaac and his team worked at the more-or-less contemporaneous deposits at Koobi Fora, where they used experimental archaeology, ethnographic analogy, and primatology to explain the Oldowan archaeological record. They developed testable hypotheses about ecological and economic conditions that might have triggered stone tool making- hunting, food sharing, and occupying a home base, all of which is also done by primates, with the exception of the production of sharp-edged tools. Recent Investigations Recent expansions to the interpretations built by the Leakeys and Isaac have involved adjustments to the time span of use: discoveries at sites such as Gona have pushed the date of the first tools a half-million years earlier from what the Leakeys found at Olduvai. Also, scholars have recognized a considerable variability within the assemblages; and the extent of the Oldowan tool use throughout the globe has become recognized. Some scholars have looked at the variation in stone tools and argued that there must have been a Mode 0, that Oldowan is the result of a gradual evolution from a common tool-making ancestor of both humans and chimps, and that phase is missing in the archaeological record. That has some merit, because Mode 0 tools may have been made of bone or wood. Not everyone agrees with this, and, currently, it seems that the 2.6 mya assemblage at Gona still represents the earliest stages of lithic production. Sources I highly recommended Braun and Hovers 2009 (and the rest of the articles in their book Interdisciplinary Approaches to the Oldowan) for a good overview of current thinking about Oldowan. Barsky, Deborah. An Overview of Some African and Eurasian Oldowan Sites: Evaluation of Hominin Cognition Levels, Technological Advancement and Adaptive Skills. Interdisciplinary Approaches to the Oldowan, SpringerLink, 2018. Braun, David R. Introduction: Current Issues in Oldowan Research. Interdisciplinary Approaches to the Oldowan, Erella Hovers, SpringerLink, 2018. Braun DR, Tactikos JC, Ferraro JV, and Harris JWK. 2006. Archaeological inference and Oldowan behavior. Journal of Human Evolution 51:106-108. Carbonell, Eudald. From Homogeneity to Multiplicity: A New Approach to the Study of Archaic Stone Tools. Interdisciplinary Approaches to the Oldowan, Robert SalaDeborah Barsky, et al., SpringerLink, 2018. Harmand, Sonia. Variability in Raw Material Selectivity at the Late Pliocene sites of Lokalalei, West Turkana, Kenya. Interdisciplinary Approaches to the Oldowan, SpringerLink, 2018. Harmand S. 2009. Raw Materials and Techno-Economic Behaviors at Oldowan and Acheulean Sites in the West Turkana Region, Kenya. Lithic Materials and Paleolithic Societies: Wiley-Blackwell. p 1-14. McHenry LJ, Njau JK, de la Torre I, and Pante MC. 2016. Geochemical â€Å"fingerprints† for Olduvai Gorge Bed II tuffs and implications for the Oldowan–Acheulean transition. Quaternary Research 85(1):147-158. Petraglia MD, LaPorta P, and Paddayya K. 1999. The first Acheulian quarry in India: Stone tool manufacture, biface morphology, and behaviors. Journal of Anthropological Research 55:39-70. Semaw, Sileshi. The Oldowan-Acheulian Transition: Is there a Developed Oldowan Artifact Tradition? Sourcebook of Paleolithic Transitions, Michael RogersDietrich Stout,  SpringerLink,, June 16, 2009.

New York Times Article Review SEE below instructiuon Essay

New York Times Article Review SEE below instructiuon - Essay Example In case the price tag is approved by Washington, the carbon content of fuel will become as important as the fuel cost and may even define the fuel cost. The result of this policy will be the competitive capacity of alternative energies, such as wind, sunlight, uranium, corn stalks and trash or natural gas. It would also be possible to start using the so called â€Å"carbon-negative† fuels, taking carbon dioxide out of the atmosphere. The Congress should introduce a special tax or a cap-of-trade system for industries producing fuels. The estimations show that at $50 per metric ton the cost of a kilowatt-hour produced by coal will go from about 5.7 cents to 10 cents. When carbon dioxide costs $25 a ton, wind power will become competitive. Solar power is very expensive now, but the cap-of-trade system making coal fuel equal or even higher in price, solar power gets â€Å"a much larger chance to be relevant†. The carbon calculus concerns not only electricity but also ethanol, called â€Å"closet carbon†. There are possibilities to reduce greenhouse-emissions producing ethanol from trash through a newly-elaborated thermochemical method, proposed by Range Fuels of Denver. Nowadays we use corn ethanol, made using natural gas and coals, containing carbon, and sugar-cane ethanol, resulting in 10% as much CO2. Another approach, being tested in Arizona, is to fertilize algae with carbon dioxide captured from the atmosphere. Scientists even propose carbon-negative products, such as synthesis gas made from biomass, with resulting carbon dioxide being captured chemically. New approaches are sought for in architecture. Today building sites are evaluated for solar orientation and prevailing winds, the possibility to use the existing mass of hillsides and the ambient temperature of the dirt, etc. Carbon dioxide emissions can be reduced in the process of produce of various goods for mass consum ption. The problem is that the new technologies

Writing an abstract and finding referring references Coursework

Writing an abstract and finding referring references - Coursework Example This issue can be addressed through the use of GIS. GIS allows for effective integration and analysis of data by combining multiple data layers into purposeful information which can then be used much more effectively. This project seeks to demonstrate the utility of GIS for law enforcement agencies. The aim of this project is to perform crime analysis using GIS for a metropolitan city such as London to establish if the level of crime has increased or decreased from previous years. This project will involve mapping, modelling and analysis of crime data by applying GIS techniques such as hot-spot analysis to find out crime statistics and then using these statistics in a comparison with previous years to establish result. During the project, an understanding of various crime patterns within the city will also be developed and the deliverables of the project will include recommendations on crime reduction based on the analysis performed in the project. It is expected that outcome of this project will be useful for law enforcement agencies to use GIS in crime fighting more effectively. List of 25 References Pre 1980 1) Brassel, K., Utano, J. and Hanson II P. 1977. The buffalo crime mapping system: a design strategy for the display and analysis of spatially referenced crime data [online].

AQA AS Philosophy Reason and Experience Key Points Essay Example for Free

AQA AS Philosophy Reason and Experience Key Points Essay †¢There are different types of knowledge: acquaintance, ability and propositional knowledge. Theories of knowledge discussed here are about propositional knowledge. †¢Knowledge is not the same as belief. Beliefs can be mistaken, but no-one can know what is false. †¢Knowledge is not the same as true belief, either. True beliefs may not be justified, but can be believed without evidence. To be knowledge, a belief must be justified. †¢Rationalism claims that we can have synthetic a priori knowledge of how things are outside the mind. †¢Empiricism denies this. It claims that all a priori knowledge is only of analytic propositions. Do all ideas derive from sense experience? †¢Locke argues that the mind at birth is a ‘tabula rasa’ – there are no innate ideas, which Locke defines as ideas present in the mind from birth. †¢Locke argues that there is no truth that everyone, including idiots and children, assents to – so no truth is innate. †¢Rationalists define innate ideas as ideas (concepts or propositions) whose content can’t be gained from experience, but which are triggered by experience. †¢Locke and Hume argue that all concepts are derived from sense experience, from impressions of sensation or reflection. †¢They claim that simple concepts are copies of impressions; complex concepts are created out of simple concepts by combining and abstracting them. †¢One argument for innate concepts is to challenge the empiricist to show how a particular complex or abstract concepts, for example, a physical object, is supposed to be derived from experience. If it cannot be, and it is used by children, then this is a reason to think it is innate. Are all claims about what exists ultimately grounded in and justified by sense experience? †¢Hume argues that all a priori knowledge is of relations of ideas, and so analytic. All knowledge of synthetic propositions, matters of fact, is a posteriori. It depends either on present experience or causal inference, which relies on past experience. †¢Our knowledge of matters of fact that relies on induction can only be probably – never proven. †¢Some rationalists, for example, Descartes, try to show that we can use a priori intuition and deductive argument to demonstrate what exists. †¢The core of the idea of rational intuition is that you can ‘see’ the truth of a claim just by thinking about it. †¢Descartes argues that sense experience on its own cannot establish what exists – how can we know that all sense experience is not a deception cause by an evil demon? †¢He argues that he cannot doubt his own existence, and that the mind can exist without the body. †¢Descartes argues for the existence of the physical world by first arguing for the existence of God. From God not being a deceiver, it follow that our sense experience in general can’t be completely mistaken – so they physical world exists. Conceptual schemes and their philosophical implications †¢Thinkers who defend the idea of conceptual schemes often argue that there are two distinguishable elements to our experience – the data of the sense, and then the interpretation of these data by a set of concepts. †¢Some argue that human beings have formulated different conceptual scheme which are not translatable into each other. From the same sense experience, they form different views of the world. †¢Because we must use concepts to formulate truths, we can argue that truths are relative to conceptual schemes. Or more accurately, some truths can only be stated in certain conceptual schemes and not others, and there is no one conceptual scheme which we can use to state all truths. Do all ideas derive from sense experience? II †¢One objection to the empiricist theory of the origin of concepts is that there are some complex concepts, for example, knowledge and beauty that cannot be analysed in terms of simpler concepts. †¢A second objection is that some simple ideas, for example, a particular shade of blue, don’t have to be derived from sense impressions. Empiricists can respond in two ways: all ideas could be derived from sense experience’ or some ideas are exceptions to the rule that all ideas are derived from sense experience, but these exceptions are derived from ideas that are derived from sense experience. †¢Another objection is that it is not possible to derive any concepts from experience, because in order to form concepts, we must make judgements of similarity and difference to classify experiences. But we can only make these judgements if we already have the concepts. †¢Defenders of innate ideas maintain that we innately have very specific capacities for forming particular ideas, and these ideas count as innate. †¢Suggestions for the origin of innate ideas include evolution, God, and a previous existence. Are all claims about what exists ultimately grounded in and justified by sense experience? II †¢Rationalists claim that we have synthetic a priori knowledge either innately or through rational intuition †¢Plato argues that many particular objects can have the same property, for example, beauty. These properties can exist independently of the particular objects, as shown by the fact that is we destroy all beautiful things, we haven’t destroyed beauty. These properties are instances of the Forms. †¢Plato argues that innate concepts are our knowledge of the Forms, from a previous existence. Unless we had such innate memories, we wouldn’t be able to classify experience using concepts. †¢Descartes argues that he cannot doubt his existence. We can object that he cannot know he exists; only that thoughts exist. †¢Descartes also argues that the mind can exist without the body. We can object that just because he can conceive that this is possible doesn’t show that this is possible. †¢Both these arguments and the objections use a priori reasoning. Hume objects that a priori reasoning can only establish analytic truths. †¢Nietzsche argues that reasoning is not, in fact, something independent that reveals the truth, but is grounded on assumptions about value. Metaphysical theories are the result of attempts to defend a particular way of understanding the world, one that rests on the false assumption that good and bad are opposites. †¢The verification principle claims that a statement only has meaning if it is either analytic or empirically verifiable. However, the principle itself is neither analytic nor empirically verifiable. †¢Rationalists argue that mathematics is an example of synthetic a priori knowledge. Empiricists argue that mathematics is analytic. Is certainty confined to introspection and the tautological? †¢Descartes argues that what we can doubt is not certain enough to be knowledge. However, we can argue that certainty and justification are not the same thing, and that while knowledge needs to be justified, we need an argument to show that it must be certain. †¢Certainty can refer to a subjective feeling, to a proposition being necessarily true or to the impossibility of doubting a proposition. †¢Empiricists claim that analytic truth is the only kind of necessary truth. Rationalists argue that there are synthetic a priori truths that are also necessary. †¢A necessary truth is certain. Claims about mental state, based on introspection, may also be certain for the person whose mental states they are. †¢Whether any other claims are certain depend on whether there are necessary synthetic a priori truths. Conceptual schemes and their philosophical implications II †¢Kant argues that experience is of objects, and asks how it is possible for experience to be intelligible in this way, not a confused buzz. †¢He answers that what makes experience possible are certain concepts, which he calls categories. These categories together express the ‘pure thought of an object’. †¢One such category is causality. This enables us to distinguish the temporal order of our perceptions from the temporal order of objects. †¢Kant argues that to talk of concepts interpreting sensation is misleading. Our sensory experience is always already conceptualised as experience of objects. †¢Two implications of Kant’s theory are that the structure of the everyday world of objects is defined by our a priori concepts; and that we cannot know anything about how reality is completely independent of how we think of it.

Fashsion Statement :: essays research papers

Fashion Statement There are many reasons why we choose to wear a particular article or style of clothing. Many of us consider our choice in clothing as an extension of our identity; while many others pick items from their wardrobe that reflect their current mood. There are also many times when we choose to dress a certain way in anticipation of being in a particular social setting. When someone decides what to wear they need to keep in mind what messages will they be sending to the gazing eyes. Sometimes we forget or don’t realize, that we are sending both true and false message through our clothes. I am a calm, casual, musician however my clothes do not reflect this. To start, I am wearing skateboard shoes, fat toe-end and fat tongue, rather bulky. They are black except for the gum sole, and the logo on the tongue is golden. The golden logo is hidden by the cuffs of my black, neatly creased Dickies work pants. My pants fit nicely, not tight and not baggy. Holding my pants up is a black casual clamp belt, about an inch tall, with a small rectangular silver buckle. My belt is occasionally being revealed by my un-tucked, youth large, blue, button-up, collared t-shirt. The shirt is a basic plaid design, with a thin vertical line for every thick horizontal line and visa versa. Resting on parts of my shoulders and back is my surfer, guitarist length (about 8 inches long), brown, wavy hair parted down the center. Lastly, sitting backwards on my head, are my sleek, solid black Spy sunglasses. Spy is a company that makes sunglasses for the surfer, coastal alike. These clothes were not acquired in any special way, nothing more or less ordinary than anyone else. I tend to shop at stores that sell surf and skate brand clothing. These brands include Billabong, Quicksilver, Split, Osiris, Dickies, and many similar brands. Stores that sell these brands are found almost everywhere, but I tend to spend most of money at Tilly’s and Chick’s. When others decide what outfit to wear, they are making a statement on how they feel or how they would like to feel. For example, they may wear clothes that make them feel sexy, strong, smart, professional, relaxed, or powerful. The ways I feel in my clothes are relaxed and casual. I don’t feel either over or under dressed for any particular occasion.

Coach Inc. case analysis Essay

Coach, Inc. is an upscale American leather goods company known for women’s and men’s handbags, as well as items such as luggage, briefcases, wallets and other accessories (belts, shoes, scarves, umbrella†¦). The firm was founded in 1941, in a loft in New York as a partnership called the Gail Manufacturing Company. As of July 2, 2011, the company operates in over 20 countries with more than 1,100 retail stores and around 15,000 employees worldwide. Today, Coach Inc. has distribution, product development and quality control operations in the US, France, Italy, Japan, Hong Kong, China and South Korea. From 2001 to 2011, Coach launched a series of activities to take great control over the brand in the Asian markets, and it also accelerated its European expansion with the help of its European joint venture partner in 2011. Continuous innovation and affordable price are two keys for Coach to conduct international business. In addition, owing to its multi-channel retail n etwork, Coach, Inc. has successfully enhanced its brand image all over the world. Luxury goods industry is highly competitive due to a low market-entry barrier. It has experienced ups and downs during the 2000s. And in recent years, the industry has recovered and developed rapidly. More and more luxury goods corporations have expanded their operations in emerging markets through Internet and e-commerce. The future outlook of this industry is optimistic. The competitions in the luxury goods industry are pretty intense. Many competitors of Coach are from France and Italy such as Louis Vuitton, Hermà ¨s, Gucci, and Prada. Having superior brand recognitions and strong impacts on global luxury goods market make them become dangerous rivals of Coach, Inc. Even though Coach Inc. has come up with good strategy, it still suffered from harsh competition. The profit margin was still below the level achieved prior to the onset of a slowing economy in 2007 and its share price had experienced a sharp decline during the first six months of 2012. Due to the changing environment and harsher competition, it was not clear whether the company’s recent growth could be sustained and its competitive advantage could hold in the face of new accessible luxury lines launched by such aggressive and successful luxury brands as Michael Kors, Salvatore†¦ Therefore, I recommend that Coach thinks about spending money working on TV commercials, or cooperating with some world-famous jewelry brands to raise the brand aw areness. It also needs to consider expanding in China so as to cut down operating expenses and better meet the Ch ­inese customers’ growing needs. Question 1. What are the defining characteristics of the luxury goods industry? What is the industry like? Economics define a luxury good as one for which demand increase as income increase. Luxury goods are said to have high income elasticity of demand: as people become wealthier, they will buy more and more of the luxury good. This also means, however, that should there be a decline in income its demand will drop. Unlike inferior goods, they are related to price and high-income individuals. A luxury corporation may establish its image via pricing, exclusivity, limited availability, quality and location. High pricing gives the product its prestigious nature, and implies high quality. Luxuries may be services. The hiring of full-time or live-in domestic servants is a luxury reflecting disparities of income. Some financial services, especially in some brokerage houses, can be considered luxury services by default because persons in lower-income brackets generally do not use them. Luxury brands in general, relied on creative designs, high quality, and brand reputation to attract customers and build brand loyalty. Price sensitivity for luxury goods was driven by brand exclu sivity, customer-centric marketing, and to large extent some emotional sense of status and value. The luxury goods market has been on an upward climb for many years. The market for luxury goods was divided into three main categories: haute-couture, traditional luxury, and the growing submarket â€Å"accessible luxury†. At the apex of the market was haute couture with it very high-end â€Å"custom† product offering that catered to the extremely wealthy. Luxury goods manufacturers believed diffusion brand’s lower profit margins were offset by the opportunity for increased sales volume and the growing size of the accessible luxury market and protected margins on such products by sourcing production to low-wage countries. Eye-catching utilization of their products by prominent figures in society leads to increasing demands for luxury good items and it is a growing industry with the global luxury goods market growing 9% per year. These consumers buy their products for satisfaction and to boost their self-esteem rather than for ease or comfort. All these components blend in the context of a successful business of the luxury goods. The industry has performed well, particularly in 2000. In that year, the world luxury goods market –  which includes drinks, fashion, cosmetics, fragrances, watches, jewelry, luggage, handbags. The luxury-goods business needs people to feel good about spending money. The luxury goods industry is global in scope. In 2005, Italy (27%), Replica Armani Swiss France (22%), Switzerland (19%), US (14%) controlled a combined 82% of the worldwide luxury goods industry sales. In 2006, the industry was expected to grow by 7%. Much of this growth can be attributed to increasing income and wealth in developing European countries, China, and changes in consumer buying habits. Additionally, the entry of big box stores into the distribution chain has opened the market to middle-income consumers, who earn substantially less that the $300,000 household. The luxury goods industry is under drastic change and at different levels. This has an impact on Coach’s business because they have two different types of stores. Two different types of stores of Coach On one hand they have factory stores who sell at a discounted price and on the other hand they have full-priced stores or flagship stores which cater to higher end consumers. While the factory stores are being hit by the American financial crisis due to the lack of disposable income for the middle class, full-price stores or flagship stores have brighter future with an increasing number of millionaires. Question 2. What is competition like in the luxury goods industry? What competitive forces seem to have the greatest effect on industry attractiveness? What are the competitive weapons that rivals are using to try to outmaneuver one another in the marketplace? Is the pace of rivalry quickening and becoming more intense? Why or why not? The competition in the luxury goods is very strong. The financial crisis (2007-2009) had a great effect on the luxury goods industry. This led to a huge decline in sale in United States, Japan and Europe. Therefore, the competition in old market and especially emerging market is extremely intensive. In the emerging market (China, India and Southeast Asia), from 2% of industry sales in 2001, they had 20% of industry sale in 2011. Thousands of companies compete in this fields, which are mainly from  Italy, France, Swiss and United states. According to Merrill Lynch, the most valuable luxury brands in terms of annual revenues in 2011 were Louis Vuitton, Gucci, Hermes and Cartier. The competition in the luxury goods industry is extremely intense due to a low market-entry barrier, that is, not all the corporations in this industry can gain great achievements. Many companies had to withdraw from the market because of being short of effective follow-up financial support. Nowadays, this industry provides services for two types of clients: to the rational consumers, some companies choose to offer affordable luxury goods w hich are classic styles and won’t be outdated for a long time; and to the fashion-conscious customers, plenty of firms try to supply higher-priced products whose designs are keeping up with the newest fashion trends. Luxury goods industry has experienced ups and downs during the 2000s. The world’s top brands such as Louis Vuitton, Gucci, and Hermes all generated benefits of more than 100% at the end of 1999. In 2000, the industry continued performing well in the global financial markets. However, the changes took place in the following years. Luxury goods industry was strongly impacted by the adverse effects of wars, diseases, and global economic recession. Fortunately, it soon started recovering with the support of its loyal customers who were eager to buy luxuries to demonstrate their wealth and status. Recently, with the rapid development of Internet and e-commerce, more and more luxury goods corporations have successfully marketed their products in emerging markets. And they will constantly optimize their goods and services to meet the international customers’ higher demands in the future. So on the basis of above analysis, luxury goods industry is promising. Coach Inc. is the biggest name of luxury goods in the United States. Coach’s market share in the U.S. handbags market fell from 19% to 17.5% between 2011 and 2012. This share was mostly grabbed by competitor Michael Kors, whose market share has risen from 4.5% to 7% in the same period. This discouraging trend hasn’t been reversed in the past year as comparable store sales fell by approximately 15% in the holiday quarter. This drop in sales was due to lower traffic in Coach’s stores as shoppers were turned off by the lack of online flash sales over the quarter. Sales have now fallen for the third straight quarter in succession and management expects sales to fall further in the second half of the fiscal year. The bright spots for Coach in this  quarter were sales in China, which were up by 25%, and the sales of handbags priced above $400, in North America. The disappointing thing for the company is that these high-priced handbags only comprise about a fifth of their handbag products and this means that the company is losing out to competitors on nearly 80% of their product lines in this division. The main competitor of Coach in the US is Michael Kors, having grown its revenues between 58% and 67% in the last three years, posted a revenue growth of 59% in the holiday quarter. This growth is an ominous sign for Coach as Michael Kors hasn’t reached its full store capacity yet. The store count for Michael Kors’ stood at 284 by the end of the previous quarter or approximately 70% of its stated long term target of 400 stores. Without having reached its full store capacity yet, it is possible that Michael Kors isn’t meeting the full demand for its products and there is still potential room for growth. This is a challenging scenario for Coach. One of the competitive forces that have a great effect on industry attractivenes s is the threat of new entrants and how hard it is to build up a brand name that can compete with the likes of Coach, Louis Vuitton, Dolce & Gabbana, and Versace. It takes deep financial pockets and great commitment to create luxury image with well-known brand and superior quality. Thus making it costly for new entrants to gain exposure and market share. Luxury items are known for their superior quality and to some people, the status that they carry. New entrants must build this status from the ground up, which can prove difficult without sufficient resources. Even if new competitors enter the luxury goods market with high quality products, they cannot compete with established fashion brands easily. Another competitive force can be the bargaining power with suppliers. A high end leather producer would like to be linked to the luxurious brand names of Coach and Louis Vuitton. The power industry members have over suppliers is in favor of the globally known luxury brand which is known to produce quality goods. Competitors use many weapons to beat the competitors in the luxury goods industry. The competitive weapons that rivals are using to try to outmaneuver one another in the marketplace mostly lie in the mode of pricing and offering economy levels of products. H igher quality is a must use weapon in the luxury industry. Higher quality is one of the most important weapons First is to hire celebrities to build a stronger brand image to help sell products and obtain a higher status. For instance Louis Vuitton, who utilizes celebrities such as Jennifer Lopez, Uma Thurman, and Naomi Campbell to promote its brand image, Or other brand name, Gucci, use Camilla Belle, Salma Hayes or Brad Pitt for advertising their name. Introducing new fashion trends and product innovation is another weapon used in the luxury industry. Big brands such as Hermes always held a fashion show annually in France to promote their late trends, and many people follow this trend to feel more confident and fashionable. But perhaps the most overlooked weapon is customer service, where some industry members are failing. According to the Luxury Institute, more than half of luxury store shoppers are unhappy with their shopping experience and that could lead to losing customers. Providing superior customer service like companies such as Giorgio Armani, who topped the Luxury Instituteâ€℠¢s research, can not only lead to customer satisfaction but brand loyalty as well. The pace of rivalry quickening and becoming more intense nowadays. No companies want to lose their market shares. All of them have the impressive strategy to develop and pass their competitors. Moreover, the globalization makes a chance for the product can easily export and import, therefore they can reach to emerging market with new customers, such as China, Southeast Asia or India. Moreover, the handbag market encompasses dynamic players and an expanding consumer base, which is expected to flourish due to increasing demand from emerging markets and strong performances by the international luxury brands. It is true that the rivalry is quickening and becoming more intense because not only the differences between the companies are becoming less but also because the market is expanding by a great pace and it is important to engulf a better part of the market share to maintain sustainability. Question 3. How is the market for luxury handbags and leather accessories changing? What are the underlying drivers of change and how might those driving forces change the industry? The market for the luxury handbags and leather accessories is highly competitive. Recently, Coach Inc. is the market leader in the US market. But the market for luxury handbags and leather accessories is now changing rapidly because of many reasons.  Firstly, the middle class is expanding and become younger and they are gaining disposable income to spend on luxury goods with different agendas than previous generations. Secondly, they also have different perspective on change, financial smarts, and have a very strong opinion and style on dressing up. Industry members need to account for the differences between the two, specifically how these differences affect their luxury goods buying habits. Finally, there has been the change in generations. The change from Generation X to Generation Y consumers has ar rived and they are gaining disposable income to spend on luxury goods with different agendas than previous generations. Coach was founded in 1941 and began producing ladies handbags with simple and extremely resilient to wear and tear, but over the next 40 years, Coach was able to grow at a steady rate by setting prices about 50 percent lower than those of more luxurious brands, adding new models and establishing accounts with retailers such as Bloomingdale’s and Saks Fifth Avenue. In 1996, Reed Krakoff – a top Tommy Hilfiger designer as a Coach’s new creative director believed new products should be based upon market research rather than designers’ instincts about what would sell, so the design process launched new collections every month to be satisfy with customers. By 2000, the changes to Coach’s strategy and operations built the brand into a sizeable lead in the â€Å"accessible luxury† segment of the leather handbags and accessories industry and made it a solid performer in Sara Lee’s business lineup. Therefore, the market for luxury handbags and leather accessories has changed through time from the beginning to now, also the changing has depended on both the favor of customers and the difference from existing handbags to be unique ladies Coach’s handbags and new creative monthly collections. The value of the global personal luxury goods market was reported at $191 billion for 2011 by Bain & Co. up 10% from the previous year. In the same report luxury leather goods are estimated at $28 billion for 2011. Luxury leather goods are a rapidly growing category, with a 16% growth from 2010 to 2011. The leather goods category is at times also grouped with luggage, with bags, wallets and purses accounting for 57.1% of the global luggage and leather. The market for luxury handbags is rapidly growing in the U.S., which has helped Coach a great deal, seeing that 36% of its revenues come from handbags as seeing in Exhibit 4 (C-77). From 2002 to 2006 the overall market size for U.S. handbags grew doubled and has been a  main contributor for Coach’s growth personally. Some analyst believe that this can be linked to consumers trading up from brands such as Banana Republic and DKNY, while others link it to the rise in wealth. The world is now full of information. This gives consumers some bargaining leverage. With the internet and other technological advances, consumers are well informed and can know the latest fashion trends at the click of a button. A research done in 2007, surveyed 7,705 college students in the US and their findings were that 97% owned a computer, 94% owned c ell phones, 34% use websites as primary sources for news, and 28% write blogs. This means that a large majority of the new generation is heavily entrenched in technology and able to do extensive research on their products before making purchases. They not only have internet search engines like Google or Yahoo, but they have each other to communicate from an end consumer’s perspective. There are even websites set up to talk about the experience when buying luxury goods found at Style.com. Style.com – Leading US fashion website The demand for customer service is also increasing. When paying a lot of money, they want superior customer service, not the average one. The customers pay a high price, whether it is for quality or status, they expect to get their money’s worth. Because more and more people demand luxury goods, they demand better customer service along with it. With the demand for customer service becoming more apparent, industry members can expect a more intense competition in regards to customer service to satisfy this demand. Also, changing societal concerns, attitudes, and lifestyles represents another industry driving force for a number of reasons. First, changing preferences by middle class consumers towards luxury goods inevitably created a new segment in accessible luxury goods. Without the changes in the way these consumers thought about the brands and wanting to own something more elite without having an elite price tag, Coach (among other companies) was able to capitalize on this o pportunity. With new accessories coming out in all shapes and sizes every day, it is absolutely essential that firms keep in tune with changes in the external environment – particularly with one’s consumers. Last, but not least, there is an increasing demand on services on customers in the luxury goods industry so  that customers are willing to pay more money to receive good services with high prices, whether it is for quality or status. There are many other drivers of the luxury goods market as mentioned below: Tourists are changing their consumption habits, seeking out new destinations (e.g., Dubai, South East Asia, Australia) and showing more savvy in the items they purchase Each year, more â€Å"HENRYs† (High Earnings, Not Rich Yet) become potential customers, with ten times as many HENRYs as ultra-affluent individuals The rise of the middle class in emerging countries is polarizing the competitive arena, becoming a â€Å"new baby boom sized generation† for luxury brands to target. Absolute luxury items (consisting of high-end products with no logo, highest quality materials, and exquisite craftsmanship) lead the way Despite some recovery of spending on apparel, leather goods and other accessories will continue growing faster than other categories Watch consumption has sharply decelerated as retailers de-stock and as Chinese luxury consumers slow their purchasing Cosmetics are slowing down in mature markets, while still delivering growth in emerging markets High consumer confidence among the affluent, increased store openings in American cities, and intensive investment in linking physical and digital shopping are all fueling United States sales growth. The impact of 12 percent sales growth across Central and South America (notably Brazil and Mexico) will result in overall growth of five to seven percent in the Americas In Asia, growth in China is stabilizing to an expected seven percent, while South East Asia will experience 20 percent growth driven by a wave of new store openings, and increasing strength and relevance of second-tier markets Japan returns to a strong growth story of five percent as the country’s monetary policy depreciates the yen and pushes local consumption Europe remains a challenge for the industry; as tourism slows, as tourists spend less per visit, and as Europeans, especially in southern Europe, curtail spending—Bain expects flat-to-two percent growth Middle East is growing at a steady pace, with Dubai continuing as the center of gravity and the only city attracting foreign luxury consumers (e.g. Russians, Indians, Africans) There has been many changes such as changes in who buys the product, c hanges in industry’s long-term growth rate, changes in cost and efficiency The driving forces can change the industry by 1. Superior customer experience Luxury will depend more than ever on word-of- mouth promoters who share their delight with products and experiences Consumers expect every interaction in stores, online, and on mobile devices to be premium, differentiated, and targeted to their tastes and preferences Marketing must maintain a persistent drumbeat of innovation in media and messaging to keep consumers connected to what’s new. 2. Flawless retail management Physical and digital storefronts are accelerating their arms race for offering more compelling engagement to wow the luxury shopper The era of the disengaged, formal shopping experience is ending. Shoppers now expect inviting and personalized service to welcome them into the store As store networks grow into new markets and tap new segments, the bar is raised for ensuring the right products are in the right stores in the right quantities. 3. People excellence Brands are investing more in top management talent from strategy to finance to supply chain to back office operations The store employee serves as brands’ direct face to shoppers, with brands expending significant resources on training and development of people on the front lines Luxury players are more and more putting the customer first in their strategies. Question 4. What key factors determine the success of makers of fine ladies handbags and leather accessories? There are many key factors that determine the success of makers of fine ladies handbags and leather accessories including these following elements: Coach, Inc. has consistently fashioned their product line to coexist with the newest styles and seasons. This Spring Coach is introducing a new â€Å"scribble line† that consists of a poly cotton material and bright colors. These new products were tested at fifteen stores and were â€Å"enormously well received†, says CEO Lew Frankfort. Coach Inc. is expecting to increase sales in February thanks to the new â€Å"scribble line† and Valentine’s Day. In an effort to keep up with the broadening competition Coach, Inc. has is planning to add up to nine more stores in the United States along with two more in Japan. Coach Inc. sales have been  helped by the recent innovative accessories such as the PDA leat her holder. The diverse product line consists of women’s handbags, key fobs, belts, electronics accessories, cosmetic cases, gloves, hats, scarves, watches, shoes, and sunglasses. By having a large product line, it allows for the company to diversify and differentiate. Similarly, Coach frequently introduces new products which are indicative of a commitment to diversifying its product lines. Coach’s diverse product line Thanks to the changes to Coach’s strategy and operations to build a sizeable lead in the â€Å"accessible luxury† segment of the leather handbags and accessories industry a solid performer in Sarah Lee’s business lineup, in October 2000, spinning off Coach through an IPO is a part of a restructuring initiative designed to focus the corporation on food and beverages. Therefore, Coach Inc. proved the ability to manufacture high quality products while increasing margins by outsourcing production to lower cost markets and Coach did in having around 80% of its products outsourcing in 2000. The evidence for that is the quadrupled growth in annual sales was from $555 million in 1999 to more than $4.2 billion in 2012, reflecting their success in identifying and capitalizing quickly on opportunities for growth. The coach brand is one of the most recognized handbag and accessory brands in the World. Coach is committed to leading the fine accessories market by designing and producing the finest quality of accessories including handbags, luggage, travel accessories, wallets, outerwear, eyewear, gloves, scarves, and fine jewelry for both men and women. Using a multi-channel distribution strategy Coach is presently able to have 200 stores in the United States alone with locations in eighteen countries outside the United States, as well as a full colored catalogue and an online store at www.coach.com. Online store of Coach A well-known and well-respected brand name is clear advertising. The Luxury Institute rated Coach’s advertisements atop their ranking for print advertisements in regards to the overall Luxury Ad Effectiveness Index in 2006. Wealthy consumers said that Coach’s message were â€Å"bold and to the  point† and â€Å"extremely eye catching† with its use of black and white photography and lack of other distractions. Coach is very strong when it comes to brand image. As indicated by the case, Coach held a 25 percent share of the U.S. luxury handbag market and was the second best-selling brand in Japan, with an 8% market share. To earn strong market share, Coach offers a â€Å"winning combination of styling, quality, and pricing† that essentially operates off the premise that they would target the new accessible luxury goods segment. Besides strong brand image, Coach also possesses strong distribution capabilities. For example, in the United States, Coach products could be found in approximately 900 department stores, 218 Coach full-price stores, and 86 Coach factory outlet stores in addition to sales generate from their website. Essentially a strong distribution network allows for Coach to position their luxury goods as accessible (without tarnishing their image). Coach has since it has distribution, product development, and quality control in the United States, Italy, Hong Kong, China, and South Korea. Coach currently uses a multi-channel distribution strategy. The products are sold through direct mail catalogs, on-line store, e-commerce websites, 200 retail stores and its 76 factory stores. The catalog has had increasingly popularity and has been an important advertising and sales tool for Coach, both domestically and abroad. In addition, Coach launched its online store at www.coach.com. Coach has also spread to various retailers and departments stores to increase sales. To improve and market the brand, boutiques have been set up in the department stores. Through this distribution strategy and advertising campaign Coach has become one of the most well recognized brands in the United States and is rapidly gaining recognition internationally, especially in Japan. With an established global brand, strong demand for innovation in technology remains high, Coach has introducing a new collection on a monthly basis. For example, Coach utilizes its website to generate sales worldwide. While some businesses think that web development is easy, maintaining a sophisticated website on a global scale that not only considers cultural elements, language, and product lines, can be a daun ting task. Besides web development, Coach also needs strong technology to maintain quality control  with its product lines. Because Coach’s products are luxury goods, consumers essentially expect quality with minimal defects. By maintaining and continuously investing in technology in order to innovate products and minimize defects, Coach not only assures quality to their customers, but also justifies their premium prices over one of the major problems facing all luxury goods – knockoffs. Coach is, â€Å"America’s number one accessible luxury accessories brand, and the fastest growing imported handbag and accessory brand in Japan.† Without marketing and design it would not be possible for Coach to receive such distinguished titles. In 2004 marketing and design costs reached 63.5 million. As a result Coach was able to penetrate new markets such as Japan and strengthen their position in existing ones. Coach recently announced the next phase of its growth strategy Japan. It involves capitalization on the significant growth opportunity that exists with the domestic Japanese consumers. The company expects sales to more than double during the next four years to over 80 billion yen by 2009. F urthermore, Coach announced that it is strengthening its leadership team at Coach Japan, or CJI, later this spring. Coach will also add two executives who will be responsible for all Coach retail and factory store strategy and operations. In addition, CJI will shortly be announcing the appointment of its first Executive Vice President and Chief Operating Officer, a new position for the company. The Chief Operating Officer will spearhead logistics initiatives as well as oversee administrative, finance and information technology functions. To sum up, to determine the success of makers of luxury handbags and leather accessories, Coach need to have the significant key factors which there are the ability to manufacture high quality products while increasing margins by outsourcing production to lower cost markets, strong brand image, strong global distribution capabilities, diverse product line and strong innovative technology. Question 5. What is Coach’s strategy to compete in the ladies handbag and leather accessories industry? Has the company’s competitive strategy yielded a sustainable competitive advantage? If so, has that advantage translated into superior financial and market performance? 1. Coach’s strategy to compete in the ladies handbag and leather accessories. Coach’s strategy is  to offer distinctive, easy recognizable luxury products that were extremely well made and provided excellent value. The company has used the best-cost strategy. The company’s array of products included ladies handbags, leather accessories such as key forbs, electronic accessories, and cosmetic cases. Coach pursues this strategy by many ways: Coach positioned its brand in the lower part of the accessible and affordable luxury pyramid. This particular market provides a larger opportunity relatives to that of more exclusive brands. Coach targeted the top 20 percent of Americans by households’ income, as opposed to the top 3 to 5 percent targeted by most European luxury brands. Coach has focused on sales in China, Japan and the United States because these three countries lead global luxury goods spending. Coach has flexible sourcing. All of Coach’s production was outsourced to contract manufacturers, with vendors in China accounting for 85 percent of its products requirements. Vendors located in Vietnam and India produced the remaining 15 percent of Coach products requirements. Management control quality throughout the process with product development offices in Hong Kong, China, South Korea, India, and Vietnam. This broad-based, global manufacturing strategy was designed to optimize the mix of cost, lead times, and construction capabilities. The company’s procurement process selected only the hi ghest-quality leathers and its outsourcing agreements with quality offshore manufacturers contributed to the company’s reputation for high quality and value. Coach launched new collection every month. The market research design process developed by Executive Creative Director Reed Krakoff provided the basis of Coach’s differentiated product line: each quarter, major consumers research is undertaken to define product trends, selections and consumers designs. Monthly product launches enhanced the company voguish image and gave consumers reason to make purchases on a regular basis. Lew Frankfort said the increase was attributable to monthly product launches that â€Å"increase the frequency of consumer visits† and women’s changing style preferences of â€Å"using bags to complement their wardrobes in the same way they used to use shoes†. A retail analyst agreed that the frequent product introductions is â€Å"a huge driver of traffic and sales and has enabled them to capture the†¦customer who wants the newest items and fashions†. Coach sought to make  customer services experiences an additional differentiating aspect of the brand. It had agre ed since its founding to refurbish or replace damaged handbags, regardless of the age of the bag. The company provided store employees with regular customer services training programs and scheduled additional personnel during peak shopping periods to ensure all customers were attended to satisfactorily. Customers are allowed to order merchandise for home delivery if the particular handbag or color wasn’t available during a visit to a Coach store. 2. The company’s competitive strategy yielded a sustainable competitive advantage thanks to its strategy to have both full-price stores and factory store. In 2011, Coach had 345 full-price retail stores in the United States, which comprised 70 percent of its total US outlets. Full-price stores were divided into three categories-core locations, fashion locations, and flagship stores. Under Coach’s tiered merchandising strategy, the company’s flagship stores carried the most sophisticated and high-priced items, while core stores carried widely demand lines. The company’s fashion locations tend to stock a blend of Coach’s best-selling lines and chic specialty bags. Coach had 143 factory stores by 2011. About 75 percent of factory store inventory was produced specifically for Coach factory stores, the remaining 25 percent was made up of overstock items and discontinued models. Coach’s 10 to 50 percent discount offered a year round full-price poli cy in full-price stores. Handbags sold in Coach full-price stores ranged from $200-$500, which was well below the $700-$800 entry-level price charged by other luxury brands. So the buyers could get a branded product in an affordable value. Coach’s products price Therefore, Coach’s factory stores target customers who might not otherwise buy Coach products. Both full-price stores and factory stores customers were equally brand loyal, but there was a distinct demographic difference between the shopper segments. It means that each type of consumer does not affect the other. During these economic times, it may seem as though the factory store shoppers might reduce spending. However, these same economic times have little effect on full-priced shoppers due to their amount of wealth. This might be able to help Coach in its struggle between being an exclusive brand or just another common brand. Coach has many product lines- items with  appealing attributes, assorted upscale features. Coach Inc. designed and marketed women’s handbags; leather accessories such as key fobs, belts, electronic accessories and cosmetic cases; and outwear such as gloves, hats and scarves. Coach also designed and marketed leather business cases and luggage. C oach is production emphasis- build in upscale features and appealing attributes at lower cost than rivals. The outsourcing agreements allowed Coach to maintain a sizeable pricing advantage relative to other luxury handbag brands in its full-price stores as well.  Moreover, Coach is marketing emphasis. Coach’s wholesale distribution international markets involved department stores, freestanding retail locations, shop-in-shop locations, and specialty retailers in 18 countries. The company mailed about 4.1 million catalogs to strategically selected households in the US during 2006 and place another 3.5 million catalogs in Coach retail stores for customers to pick up during a store visit 3. That advantage has translated into superior financial and market performance both in the United States and worldwide. In 2011, Coach had 169 retail locations in Japan, which generated $748 million in sales. In 2012, Coach had 66 stores in China, up from 41 stores in 2011. Coach anticipated recording fiscal 2012 revenues in China approximately $300 million. Coach’s products were sold in approximately 970 wholesale locations in the U.S. and Canada. From 2002 to 2006, Coach has been growing faster than the handbag market in the U.S. This has resulted in Coach continuously gaining market share. Which, in 2002 was 19% and just four years later Coach was holding 26% of the U.S. handbag market share in the U.S. and also had total revenues of $2.6 billion in 2008, a 26.9% increase from 2006. As of June 2008, it operated 289 retail stores and 102 factory stores in the United States, five retail stores in Canada. This is not satisfying enough as Coach expects the number of factory st ores to top out at around 100 in the U.S. while the full-priced stores could reach up to 350. Coach’s wholesale distribution in international markets involved department stores, freestanding retail locations, shop-in-shop locations, and specialty retailers in 18 countries. In 2006, international wholesale accounts amounted to $147 million and have grown some 7.8 percent per year to reach approximately $230 million in 2011. Question 6. What are the resource strengths and weaknesses of Coach Inc.? What competencies and capabilities does it have that its chief rivals don’t have? What new market opportunities does Coach have? What external threats do you see that could adversely impact the company’s future wellbeing? Strengths Coach is very strong when it comes to brand image. As indicated by the case, Coach held a 25 percent share of the U.S. luxury handbag market and was the second best-selling brand in Japan, with an 8% market share† .To earn strong market share, Coach offers a â€Å"winning combination of styling, quality, and pricing† that essentially operates off the premise that they would target the new accessible luxury goods segment. Besides strong brand image, Coach also possesses strong distribution capabilities. The company works closely with its distributors to sell its products through domestic as well as overseas department stores. It also markets its products by making effective use of Internet, like sending emails to its selected customers and updating the information on its website in time. These retail channels truly boost Coach’s presence in global markets and promote its brand. For example, â€Å"in the United States, Coach products could be found in approximately 900 department stores, 218 Coach full-price stores, and 86 Coach factory outlet stores† in addition to sales generate from their website. Essentially a strong distribution network allows for Coach to position their luxury goods as accessible (without tarnishing their image). Another strength Coach has is the diverse product line consisting of women’s handbags, key fobs, belts, electronics accessories, cosmetic cases, gloves, hats, scarves, watches, shoes, and sunglasses. By having a large product line, it allows for the company to diversify and differentiate. Similarly, Coach frequently introduces new products which are indicative of a commitment to diversifying its product lines. Moreover, when it comes to the financial performance, Coach, Inc. has handed in a satisfactory answer to the public over the years. In 2011, the revenues of the company were $4,159 million, an increase of 15.3% compared with 2010. Besides, its operating profit and net income reached $1,305 million and $881 million in the same year, an increase of 13.5% and 19.8% over 2010 respectively. Finally, one of Coach’s greatest strengths is excellent customer service when it comes to taking care of their customers. In an effort to show value-added benefits, Coach  refurbishes damaged handbags and provides â€Å"Special Request service† to allow consumers to custom order a product if a â€Å"particular handbag or color wasn’t available during a visit to a Coach store†. Weaknesses With locations all over the United States, one of Coach’s biggest weaknesses is also one of its previously mentioned strengths: accessibility. With so many retail stores attempting to sell high-cost inventory, Coach inevitably puts itself in a situation with a high risk/high reward situation. Currently, the strategy has paid off because middle class consumers have started to purchase luxury goods; however, as the case states, Coach’s most loyal consumers visited the store once every two months and made a purchase once every seven months with an average customer purchasing around four handbags per year. While consumers are benefited in accessibility, the question remains when sales begin going sour, can Coach endure the high costs of so many retail stores and any left-over inventory? Coach has had a high level of inventory. As of 2011, the value of the company’s merchandise inventories was $422 million, an increase of over 16% over 2010. It is obvious that large inventories damage a corporation’s liquidity. Therefore in order to clear inventories, Coach may have to make a painful decision to cut prices, which could have an apparent negative effect on the firm’s profitability. Though Coach, Inc. is a luxury brand aiming at the international market, its operations heavily rely on American market. The evidence was that the US represented 74.6% of Coach’s total revenues in 2006. Such a market concentration may put the company at risk of having to suffer a slump in demand for Coach’s products caused by American economic slowdown or recession. Opportunities While Coach currently has a strong base in international markets, as standards of living around the world continue to increase, Coach can really exploit the opportunity to invest overseas particularly in developing nations such as China. In Japan, there are many young single ladies whose age is between 25 to 30 are pretty fashion conscious and willing to pay much more than their American peers for similar western luxury goods in order to demonstrate their good personal taste. So it is advisable for Coach to take the business opportunity of excavating such a vast latent market. The  Chinese market for luxury goods was predicted to increase to 24% of global revenue by 2014, which would make it world’s largest market for luxury goods. Along the same lines of globalization, Coach can increase its market share through development of sales via their website. While Coach currently operates an e-commerce site, it still remains to be seen on how sophisticated it really is. Coach could look into some potential new avenues of possibly adding some customization features or, at the very minimum, enhance the functionality and friendliness of their site so that they can generate sales from individuals not within range of their other stores. Threats As nations become more and more sophisticated in the ways that they are able to produce counterfeit products, one of the biggest threats that faces Coach is the ability of these knockoffs to serve as substitute products. To illustrate the extent of counterfeit goods, â€Å"in 2006, more than $500 billion worth of counterfeit merchandise were sold in the United States and internationally;† moreover, these staggering numbers illustrates the global problem confront many industries (Thompson C-106). This is a particularly dangerous threat to Coach because any time one of these fake products has defects, consumers, unknowingly, may associate it with a defective product. In addition, consumers who want their reference group members to think that they can afford high-end products may not want to pay premium prices for those products so they rely on the affordability of an identical product for half the price. As an American-based company offering fine leather goods, Coach has proved to be extremely successful in the domestic market. However, when the company launches its global expansion, it has to be confronted with lots of strong foreign rivals. So Coach should pay more attention to maintain its competitive advantages, or its dangerous competitors, such as LVMH Moà «t Hennessy †¢ Louis Vuitton S.A., The House of Gucci, and Hermà ¨s International S.A. will encroach on its market shares. Like most products, particularly luxury goods, Coach is impacted based on the economy. When the economy is down and consumers do not have a lot of spending money, so is Coach’s bottom line. In recent years, the consumers in the US have reduced their spending as a result of high interest rates and rising fuel prices. Under this kind of pressure, Americans tend to cut down their unnecessary expenses, especially the costs of luxuries. Consequently, the US Coach would lose a large number of customers which leads to poor sales. With luxury goods, consumers often find such products to be extremely elastic so dramatic drops in income will result in dramatic drops in sales of Coach’s product lines; moreover, this is particularly d angerous because of the high cost associated with maintaining high-cost inventory and facilities. Question 7. What recommendations would you make to Lew Frankfort to improve the Coach’s competitive position in the industry and its financial and market performance? Short-Term Recommendations Elevate Men’s Product Offering Currently, Coach concentrates on designing and offering women’s products, especially the handbags. The company only supplies the customers with a small part of men’s accessories which merely represent 2% of the total net sales.1 But in fact, an increasing number of men today have a great appetite for western luxury goods. They have the same desire for fashion products and prepare to spend much money on packing themselves. So Coach should do its utmost to meet men’s demands. Recruit Talented Fashion Designers Brilliant fashion designers are in high demand in luxury goods industry since a brand’s soul is the design of its products. So in order to set a good brand image as well as instill new vitality into the enterprise, Coach, Inc. needs to recruit more talented designers who are extremely sensitive to the pulse of fashion and have the ability to design a number of marketable products. Ally With Strong Jewelry Brands In many countries and areas throughout the world, Coach is considered as a mid-range luxury brand rather than a world’s top brand like LVMH, Gucci, Hermà ¨s, Prada and so forth. This phenomenon may be caused by Coach’s cheaper price. To compete against these powerful opponents and draw more attention from the upper-class customers, Coach can think about allying with a group of world-class jewelry companies to try to combine varieties of jewelries with its products. On the one hand, this practice is a sign of seeking novelty. On the other hand, it can also enhance Coach’s fame. Long-Term Recommendations Upgrade Brand Image In 2006, it took Coach’s 4.8% of net sales to design, advertise, and market its merchandise.2 However, the result was disappointing. The corporation’s reputation is still not as good as its international rivals. Actually, according to Coach’s performance in the past few years, it is clear that there is no big problem in product design and marketing, so Coach should take more advertising strategies into consideration besides Internet. For example, TV commercials, as a kind of cyclic visual stimulation, are much more eye-catching and effective than emails, catalogs and information listed on the websites. Curb Counterfeit Trade In international business, it is extremely significant for Coach to protect all its intellectual property rights so as to maintain the competitive advantages. Nevertheless, no matter how many efforts the company made, counterfeiting still happens frequently and shows an upward trend. At this time, Coach, Inc. should further improve the technological content of products to make it difficult to imitate and counterfeit. In addition, since Coach, Inc. operates in many countries, the company could strive to persuade the foreign governments to enact and amend their intellectual property laws, which can legally protect Coach’s interests. Expand in China As an emerging market, China has attracted more and more foreign investments from multinational enterprises in the past few decades. China is an ideal place for international investors because it offers cheap labor force, rich natural resources, huge potential market, as well as stable political and economic environment. What’s more, as a result of Chinese fast economic development, the number of Chinese customers who have a strong desire for the world-famous luxuries has dramatically increased in recent years. Thus it is advisable for Coach to set up factories and retail stores in China so as to both reduce operating expenses and better satisfy the growing needs of Chinese customers.

Computer technology: Friend or Foe? Essay

As we are living in a digital world, computer technology has become a huge part of human life. We use computers in almost every situation to study, to work or to relax. Despite the useful helps from computer technology, it also has some negative effects on people. The effects of computer technology in daily life are to make people lazier, to affect the personalities of children and on their education, and to cause health problems. Computers are useful tools that make people lazier. Since people are working with technology every day, they are relying more on their computers. They depend on the technology in every work even in a simple calculation. By that way, they use their brain less, they don’t have to think and study more and develop themselves only because they have computers to help them. Next, people are lazier to talk with others face-to-face. They use e-mail instead. As a result, they find it hard to express their feelings when they talk with others in person. Computers can have massive effects on the personalities of children and on their education. In modern life, computers are so popular that even young kids know how to use them. As a consequence, children become addicted to computers at very young ages. They spend too much time playing on computers instead of doing their homework or playing sports with other kids. Moreover, parents cannot control what their children do with their computers. There are some bad programs or websites that are not suitable for kids. Lastly, children don’t use their imaginations because computers have offered them the whole virtual world. Therefore, they cannot create picture in their own minds and that limit their creativity. Using computers also causes health problems. The more people spend time with computer the less time they have for exercises. In fact, some people prefer surfing the internet more than playing sports. In addition, more people have to deal with illness such as obesity and eye problems because they use computers without discipline. Many people suffer problems related to sitting  incorrectly, or for too long in front of their computers. Headaches, back pains and sleeping disorders are the main problems. These health problems by using computers incorrectly can lead to a person `s poor attention, they cannot concentrate on their work that they may cause accident to themselves or others. In conclusion, it is good to know some effects of computers on our life style, our health and our children `s behaviors to avoid. Nowadays, computers play an important role in life. Computer is essential by the ways we using it. The computers become a most significant priority in every house. People use c omputers in different type of work but using it in a right way is also important. A computer may help us in some parts of life and it also has some negative effects. We should consider using computers effectively and not rely on them too much.

Prodigal vs. Prodigy

Prodigal vs. Prodigy Prodigal vs. Prodigy Prodigal vs. Prodigy By Mark Nichol Prodigal means â€Å"to spend wastefully.† So, what does that have to do with the biblical parable of the prodigal son, and what does being prodigal have to do with being a prodigy? As it happens, there’s no connection between the two words, though an assumption that they are synonymous may lead some people to believe, erroneously, that the phrase â€Å"prodigal son† refers to an impressive young man. For those of you who have forgotten, or never learned, the story of redemption from the Bible, the younger of two sons prematurely demands his inheritance from his father. The older man complies with his wishes, and the youth leaves home, where he foolishly fritters away his fortune. Reduced to penury, he returns home, prepared to beg for forgiveness, but his father welcomes him and causes for a celebration. When the older son bristles at this injustice, for he has worked hard in his father’s service and has received no preferential treatment, the father explains that they should rejoice that the younger son has returned to the family fold. Prodigal, which is derived from the Latin term prodigere, which means â€Å"to drive away or squander,† also means â€Å"lavish,† and in addition it has a sense of luxuriance that may, depending on context, be negative, neutral, or positive. However, the word is usually employed to allude to the parable in references to a redeemed returner as a prodigal son. Prodigy, by contrast, is from a distinct Latin word, prodigium, meaning â€Å"omen or monster† (both of which stem from a precursor word that means â€Å"to warn†). The most common sense of prodigy is in reference to an unusually talented young person, although, more rarely, yet with more fidelity to its Latin roots, it may also mean â€Å"something extraordinary or inexplicable,† or â€Å"a great accomplishment.† Another rare usage is as a synonym for omen. The adjectival form, prodigious, has lost its connection with omen (portentous is often, in its place, applied to omens) and means â€Å"strange or exciting† or, in keeping with the connection to monster, â€Å"enormous.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:Punctuating â€Å"So† at the Beginning of a Sentence3 Cases of Complicated HyphenationWhat Is the Meaning of "Hack?"

Alexander Fleming Discovers Penicillin

Alexander Fleming Discovers Penicillin In 1928, bacteriologist Alexander Fleming made a chance discovery from an already discarded, contaminated Petri dish. The mold that had contaminated the experiment turned out to contain a powerful antibiotic, penicillin. However, though Fleming was credited with the discovery, it was over a decade before someone else turned penicillin into the miracle drug that has helped save millions of lives. Dirty Petri Dishes On a September morning in 1928, Alexander Fleming sat at his workbench at St. Marys Hospital after having just returned from a vacation at the Dhoon (his country house) with his family. Before he had left on vacation, Fleming had piled a number of his Petri dishes to the side of the bench so that Stuart R. Craddock could use his workbench while he was away. Back from vacation, Fleming was sorting through the long unattended stacks to determine which ones could be salvaged. Many of the dishes had been contaminated. Fleming placed each of these in an ever-growing pile in a tray of Lysol. Looking for a Wonder Drug Much of Flemings work focused on the search for a wonder drug. Though the concept of bacteria had been around since Antonie van Leeuwenhoek first described it in 1683, it wasnt until the late nineteenth century that Louis Pasteur confirmed that bacteria caused diseases. However, though they had this knowledge, no one had yet been able to find a chemical that would kill harmful bacteria but also not harm the human body. In 1922, Fleming made an important discovery, lysozyme. While working with some bacteria, Flemings nose leaked, dropping some mucus onto the dish. The bacteria disappeared. Fleming had discovered a natural substance found in tears and nasal mucus that helps the body fight germs. Fleming now realized the possibility of finding a substance that could kill bacteria but not adversely affect the human body. Finding the Mold In 1928, while sorting through his pile of dishes, Flemings former lab assistant, D. Merlin Pryce stopped by to visit with Fleming. Fleming took this opportunity to gripe about the amount of extra work he had to do since Pryce had transferred from his lab. To demonstrate, Fleming rummaged through the large pile of plates he had placed in the Lysol tray and pulled out several that had remained safely above the Lysol. Had there not been so many, each would have been submerged in Lysol, killing the bacteria to make the plates safe to clean and then reuse. While picking up one particular dish to show Pryce, Fleming noticed something strange about it. While he had been away, a mold had grown on the dish. That in itself was not strange. However, this particular mold seemed to have killed the Staphylococcus aureus that had been growing in the dish. Fleming realized that this mold had potential. What Was That Mold? Fleming spent several weeks growing more mold and trying to determine the particular substance in the mold that killed the bacteria. After discussing the mold with mycologist (mold expert) C. J. La Touche who had his office below Flemings, they determined the mold to be a Penicillium mold. Fleming then called the active antibacterial agent in the mold, penicillin. But where did the mold come from? Most likely, the mold came from La Touches room downstairs. La Touche had been collecting a large sampling of molds for John Freeman, who was researching asthma, and it is likely that some floated up to Flemings lab. Fleming continued to run numerous experiments to determine the effect of the mold on other harmful bacteria. Surprisingly, the mold killed a large number of them. Fleming then ran further tests and found the mold to be non-toxic. Could this be the wonder drug? To Fleming, it was not. Though he saw its potential, Fleming was not a chemist and thus was unable to isolate the active antibacterial element, penicillin, and could not keep the element active long enough to be used in humans. In 1929, Fleming wrote a paper on his findings, which did not garner any scientific interest. 12 Years Later In 1940, the second year of World War II, two scientists at Oxford University were researching promising projects in bacteriology that could possibly be enhanced or continued with chemistry. Australian Howard Florey and German refugee Ernst Chain began working with penicillin. Using new chemical techniques, they were able to produce a brown powder that kept its antibacterial power for longer than a few days. They experimented with the powder and found it to be safe. Needing the new drug immediately for the war front, mass production started quickly. The availability of penicillin during World War II saved many lives that otherwise would have been lost due to bacterial infections in even minor wounds. Penicillin also treated diphtheria, gangrene, pneumonia, syphilis, and tuberculosis. Recognition Though Fleming discovered penicillin, it took Florey and Chain to make it a usable product. Though both Fleming and Florey were knighted in 1944 and all three of them (Fleming, Florey, and Chain) were awarded the 1945 Nobel Prize in Physiology or Medicine, Fleming is still credited for discovering penicillin.