An Analysis of the Kite Runner Essay

Introduction The Kite Runner is an extraordinary book, which reminds us how long the Afghani people have been struggling to triumph over the forces of violence. Because of the books strong story, we get an insight in how people might have experienced the crisis in Kabul, even though it’s been shown through a book. The author Khaled Hosseini was a practicing physician until after the book’s release. This was also his first novel, which was released in 2003 and turned out to be an international bestseller. Even though the story of The Kite Runner is fictional, it’s based on a true story and also on Hosseini’s memories of growing up in Kabul. This also means that the genre of the book is not a fictional novel (many look at it that way), but an historical novel. According to an article in USA Today, The Kite Runner has sold over 1. 4 million copies, which is a phenomenal sale for a first time author. The story tells of a friendship between two boys growing up in Kabul. Even though they were raised in the same household, Amir and Hassan are from two â€Å"different worlds†. While Amir is the son of a wealthy and respected man (Baba), Hassan is the son of the family servant (Ali). The most important factor in the story is the relationship between Amir and Hassan. Their intertwined lives and fate, shows that throughout the story even though, when their relationship was inseparable in the start. They still manage to become separated through jealousy. Five years later, during the Soviet occupation, Amir and Baba are forced to flee. They spend their new lives in California, and Amir starts a career as an author. Even though Amir thinks that he has escaped his past. He still cannot leave the memory of Hassan behind him. Setting The story uses two main settings. One is Afghanistan and the other is California. We could also say that the story is divided into three sections: the memories of pre-conflict Afghanistan, adjusting to life in America, and returning to Taliban controlled Afghanistan. There is big difference between these places. While Afghanistan used to be a safe and peaceful nation, their reputation completely changed after Taliban started controlling the country. The country is also portrayed as a demolished and deserted place, while California is shown as a way to escape their problems in Afghanistan. California will always be a much safer place to live, for both Amir and Baba, but Baba still misses Afghanistan, since he used to be wealthy and respected. He misses Kabul because in California, he is completely the opposite. He works at a gas station for many hours, and through the book we can feel that he misses almost everything about his previous home. It’s important to understand their struggle to adapt to their new home, because it shows how different Afghanistan is from California, and we also get a better understanding of the story. Structure and characters The Kite Runner starts with a nameless narrator, talking about his past and how it’s been affecting him for the last twenty-six years. The narrator also gives us clues to what might happen, and the troubles that will arise. After going through a few chapters, we get to know the main characters better and their problems. The characters that we first meet are Amir and Hassan. Amir is the narrator and the main character throughout the story. He is an Afghan man with a special childhood. Through most of his life Amir tries to redeem his reputation in the eyes of his father as he felt he was responsible for his mother’s death. He also wants to prove to his father that he isn’t a weakling, and want to become more like Hassan. Hassan is Amir’s best friend during his childhood and he is also his servant. Hassan is known for his loyalty and strong attachment to Amir. Later in the story, it’s revealed that Hassan is Amir’s brother. This means that Amir’s father had an affair with Ali’s wife, and that Hassan is actually his son. Hassan was also known for begin the best kite runner in Kabul. Baba is a wealthy and respected man, but becomes poor after he flees to America. His relationship with Amir is very turbulent, and he wants Amir to become like Hassan, strong and brave. Ali is Hassan’s father and Baba’s best friend. He is a Hazara, but he got the same characteristics as his son. Ali grew up together with Baba, just as Hassan and Amir did. He got a handicap as well; even though it doesn’t stop him from begin a loyal servant. Rahim Khan is Baba’s closest friend and one of the few people who know that Hassan is Amir’s brother. He is the one that calls Amir to go back to Afghanistan. Assef is a bully and is responsible for the rape of Hassan. This guy is also a fan of Hitler, which clearly makes him a sociopath. When he becomes an adult, he also joins the Taliban. He also has hatred towards the Hazara people, and likes to discriminate them. Soraya is Amir’s wife and has troublesome past. She also takes care of Baba, when he is sick and adopts Shorab without doubts. Sohrab is Hassan’s son. He also plays a major part in the book. Assef enslaves him after he is taken from the orphanage. Since Amir is the main character in the book, he also develops most of all the characters. We notice first that he slowly turns against Hassan, his anger and jealousy grows in one direction, even though Hassan doesn’t do anything wrong. The rape of Hassan is really an event that further separates their relationship. Since there is so much drama in this book, it doesn’t end yet. When the Soviet invades Afghanistan, Amir’s family flees to another country, unaware that they lose most of their wealth. For the first time they get a taste of how it is to be poor. Later in the book Amir gets a call from Rahim Khan and returns to Afghanistan. He finds out about Hassan’s son Sohrab, and is determined to bring him back home to America. Before he could save Sohrab, he had to face Assef. Getting beaten by Assef and saving Sohrab could be seen as a final way to redeem himself. This also made his guilt disappear. Themes and tones In this story, there are a lot of different themes we could discuss like example: bullying, friendship, guilt, betrayal, kite, honor, redemption, father and son relationship, man’s inhumanity to man, discrimination and loyalty. There is a lot of ethnic discrimination in Afghanistan and especially the conflict between the Pashtuns and the Hazara. The relationship between Pashtuns and Hazaras has never been stable; because Pashtuns are mostly Sunni Muslims and the Hazara are Shia Muslim. The Hazara has been discriminated mostly because of their faith, language and facial appearance. In the book Ali is loyal to Baba, because Baba’s father adopted Ali after his parents died. Since then Baba has always followed his father’s example and always been kind to the Hazara people. Guilt is also another theme that is brought up. After the rape of Hassan, Amir cannot bear to be around Hassan, because it reminds him of that day. He even lies to Ali, and says that nothing happened. The problem with Hassan is that he takes the blame for everything and he doesn’t want to hurt Amir. Even when Amir tells Hassan to hit him with the pomegranate, he refuses. When Hassan smashes the pomegranate on his own forehead, Amir’s guilt becomes even worse. In the end Amir makes Hassan and his father leave, and Hassan still considers Amir his best friend. The story is written in a way that it still affects you after your done reading. Even though it’s a dark story with a lot of hopelessness for the people in Afghanistan, there still is some hope and happiness. Honor is expressed in many different ways, but the quote â€Å"for you, a thousand times over† is a great example of how they express theirself. Conclusion The kite is a theme in the book that represents freedom, even though you’re not in fully in control of the kite’s fate. I think the theme describes the fate of Amir and how he develops throughout the book To me the story as said earlier is a historical novel, and not a fictional novel. This is because it’s based on a true story and experiences Hosseini had when he was growing up in Kabul. I as writer of this analysis is a Hazara, and I know what kind of suffering the Hazara people have went through. Sometimes I think that Hosseini might be Amir, but they sure do have some similarities. Links: * http://www. usatoday. com/life/books/news/2005-04-18-kite-runner_x. htm * http://www. gradesaver. com/the-kite-runner/study-guide/ * http://www. wikisummaries. org/The_Kite_Runner * http://polsci167. blogspot. com/2011/09/kite-runner-redemption-within-tentative. html.

Alex Rider: Stormbreaker

Alex Rider: Stormbreaker 1)I liked this book. It was filled with action and suspense. But I didn’t like how it was far-fetched. A 14 year old that knew all different types of karate, languages, moves, and almost taught like a spy from birth. But other than that, I really liked the book. I like how everything was detailed. 2)A. The main characters are Alex Rider, Ian Rider (dead, but an important name), Yassen Gregorovich, and Herold Sayle. B. The setting of this book is Present day in London. C. The Central Plot is that the Stormbreaker Computers have a Vial of smallpox gas. It comes out of the computers when the computer is turned on. 3) Plot Pyramid ?Ian Rider Dies ?Alex meets men from the bank ?Ian’s office is raided ?Alex see’s the car that Ian was driving when he died. ?He finds out that the bank is really the â€Å"M16† ?Alex becomes a spy ?He goes through intense training for mission ?Goes to Stormbreaker headquarters ?Uses computer and snoops around the plant ?Found and escorted back into his personal room, where Ian Rider slept ? Found a piece of paper with a drawing( will come in handy later) ? Alex hides in vans that go to pick up something at docks. Found out that Yassen is working with Sayle ? Man dies for dropping a steel box ?Goes back to House ?Alex almost gets killed by Yassen and Herold’s men ?Goes to library and gets book ?Finds out what the picture really meant ?Goes into a mine shaft ?Stayed in water for 2 minutes to get to the other side ?Found the lab where the vials were being put into the computer ? Gets aught and tied up ?Escapes and goes to where the ceremony is ?Reaches Science Museum ?Prime Minister shot ?Sayle shot and disappeared ?Alex stays in school and Jack is allowed to stay in London ? Sayle finds Alex and brings him to a top of a building ?Helicopter flies away without Alex ?Story Ends 4)My favorite character in this book is Alex Rider. He is strong, agile, smart, and speaks like he is older. He climbs out a window for his own curiosity. He saved Millions of people. Alex als o very sneaky. He went around the plant and not being detected for a while. That’s why Alex Rider is my favorite character in the book. 5)The theme that I thought was in this book was that â€Å"An ordinary person could save lives. † I say that because Alex saved millions of people and he was a regular person. Or at least until his uncle died. He was a regular guy when he went out for training to save the school kids. 6)This story is told in 3rd person. Two page examples are pages 1 and 56. Both of the pages say names and not â€Å"I†, it’s all proper names.

Visiting remote destinations should be made more difficult not easier Essay

Visiting remote destinations should be made more difficult not easier - Essay Example Human impacts on remote destinations are often difficult to notice but quick to create a ripple effect in the Earth’s ecosystem. However, limited access does not mean that their destruction is okay. All efforts must be made to ensure that access to remote destinations is controlled so that our immediate environs are conserved (Bolger 27). The objective should be to protect that which is far so that the closest things to us can flourish and continue supporting us. This paper will argue that access to remote destinations should be restricted, not encouraged. Human impact on the environment goes beyond our immediate environs. Like the Earth, the environment is expansive and relative (Polunin 63). For example, mangroves and marshes are not uniformly distributed around the world, so protecting them may not be a priority for some. This might explain why inhabitants of the Himalayas strive to protect the ecosystem while others view its conservation with less concern (Richards 18). However, when considered as a whole, the environment is composed of numerous interconnect ecosystems which form a single entity. When snow peaks in the Himalayas melt the whole world is affected, though relatively. For example, the Himalayan bio-diversity region covers a large area with a unique climate of its own. It has 765 wild animals, 816 species of trees, and 1,745 species of medicinal flora with huge significance and value (Rayaz 16). The Marianas and the Mariana Trench, which have unique flora and fauna, are visited every year by explorers interested in the area’s geological features (Huang and Shih 42). However, some of the methods used in exploration and descents are harmful to the ecosystem and may have long-term negative impacts. The Mariana Trench has been proposed as a nuclear waste disposal site (in a manner similar to other oceanic trenches), which is unsurprising given that humans like to take advantage of remote

Outsourcing in India Coursework Example | Topics and Well Written Essays - 6750 words

Outsourcing in India - Coursework Example Outsourcing in the recent years has come into much criticism by the workers in first world nations like US and UK. Many anti-outsourcing unions have been formed and people have developed a kind of disgust towards this trend which is only evolutionary (What are the Global Outsourcing Benefits 2005). This dissertation seeks to understand and know the effects of outsourcing of jobs to India will have on the service sector of the United Kingdom as well as other developed nations. Any benefits from outsourcing to India will also we weigh against the negative effects. Chapter one serves as a backgrounder for the Indian economy from the pre-colonial, colonial, and post-colonial period. This is significant as it will give light to the nature of economy that existed before that affects the present economic system of India. The economic reforms made by Rajiv Gandhi were the foundation that made what India is today. The second section of the chapter examines the history of outsourcing and prove that the practice of outsourcing is not new, before the information technology, some manufacturing jobs were already being sent to low-wage countries. It is only through the advent of information and communication technology that outsourcing grew rapidly. This section evaluates the real force behind outsourcing and when it all started. Chapter two gives an account of the types of jobs being outsourced to India and what industries are involved. By using comparative advantage (Ricardo's principle) and the Heckscher-Ohlin model, the chapter seeks to understand fully the rational behind choosing India as a destination for most outsourcing job. Chapter three investigate the major impact of outsourcing on India and the use of Solow growth model in order to explain India's growth and make some predictions of the future of of Indian economy. It is indicated in this section that the outsourcing business is not only fueling the Indian economy into a bullish future but also provided and continues to provide more jobs to the Indians. Chapter four discusses the applicability of dual economy theory on present day India where agriculture and industrial economy both fuel its economy. The chapter also showed that India is fast catching up with other western developed economies. And finally, having all this data, this section will evaluate the overall benefits and especially negative effects of outsourcing to India on the service sector of the UK and other EU states. The major conclusion made from the essay Continued outsourcing of some jobs to India will further fuel the already emerging economy of India. Its effect on UK service sector will be temporary. Overall, the current structure of outsourcing is seen by many economists as an evolutionary one which will eventually benefit all countries in the long run. As an example of its benefits, the introduction of business process outsourcing has already enabled many countries to cut down prices and give better

Microtubules Essay Example | Topics and Well Written Essays - 1500 words

Microtubules - Essay Example Microtubules Again, these mechanisms need further exploration but the existing understanding is that reorganization of F-actin causes destabilization of transinteraction between TJ and AJ proteins of the adjacent epithelial cells and in turn initiate AJC internalization. Microtubules, which are also an important element of intracellular cytoskeleton have also been found to be closely related to the cell movement as a whole or any intracellular structure formation like, vesiscles and their movement. Data support the abundance of microtubules in differentiated renal and intestinal cells and depolymerization of microtubules leading to disruption of the integrity of TJs and Ajs in some tissues like lungs. This evidence led the author to explore the role of microtubules depolymerization in the disruptions of apical junction complex. Existing evidence strongly support the role of microtubules depolymerization in the disruption of intercellular connections like tight junctions and adherens junction in various tissues and helps in the pathogenesis of various disease processes. In this regard it has been shown that the endothelial intercellular junctions are also disassembled as well as others like in the brain. Building a rationale on the basis of these data, author formulated a hypothesis: ‘microtubules are involved in the disruption of apical junctions in simple epithelial cells’.... 'Disassembly of the AJC in calcium depleted SK-CO-15 cells is dependent on microtubule integrity;' 'Inhibition or attenuation of AJC disassembly by microtubule stabilization would indicate the role for dynamic microtubules in the process;' 'Polarity of perijunctional microtubules would dictate the type of microtubule motor which is involved in disassembly and internalization of the AJC.' To test these hypotheses, the author carried out a research study where a number of experimental activities were carried out, like: use of antibodies for the detection of intercellular junctions, while microtubules were detected by immunoflurescence labeling and Western Blotting. Cell culture was used was SK-CO-15, which is a transformed human colonic epithelial cell line. To make the medium free from Ca++, the monolayers of epithelium were washed with calcium free-Eagle's minimum essential medium for suspension culture. Pharmacological agents utilized were; nocodazole; docetaxel and pacitaxel; adenylimidodiphosphate (AMP-PNP) and aurintriccarboxyylic acid (ATA). Major findings Through this experiment, the author has been able to demonstrate the role of microtubules depolymerization in the disassembly of junctional complexes through a variety of experimental evidence. Disassembly of the AJC in calcium depleted SK-CO-15 cells To answer the research question related to first sub-hypothesis, the findings have been: At normal Ca++ concentrations, depolymerized microtubules with nocodazole TJ and AJ proteins were found to be located at the cell-cell contacts, reflecting chicken-wire staining pattern while in the environment with depletion of Ca++ for one hour the result was disruption of AJs and TJs with accumulation of e-cadherin, occluding and ZO-1 in

Impact of service quality on customer satisfaction and customer Dissertation

Impact of service quality on customer satisfaction and customer loyalty an application on the banking sector - Dissertation Example With the aim to evaluate the impact of service quality and customer satisfaction on customer loyalty, three objectives were set in Chapter I. Based on a qualitative approach, only secondary data has been used for this study. With customer loyalty as the dependent variable, three independent variables – perceived value, service quality and customer experience have been considered in this study. The study finds that certain dimensions of service quality directly impact customer loyalty - reliability, empathy, responsiveness and assurance. Staff training is thus of importance in delivering quality training to evoke such feelings in customers. In the service economy the relationship between service quality and customer experience has gained immense importance. Customers base their future decisions on the ‘moment of truth’ and hence staging and designing an experience has become an important tool to gain competitive advantage in the banking sector. Banks need to unders tand individual customer needs and personalize service. Perceived value enhances customer satisfaction and this leads to enhanced customer loyalty. Customers evaluate the benefits they receive against the costs they pay for such services. Thus Perceived value in the banking sector independently impacts customer satisfaction leading to customer loyalty. ... 1.4 Conceptual framework 4 1.5 Structure of the Study 6 1.6 Scope of the Study 6 Chapter II Literature Review 2.1 Chapter Overview 7 2.2 Definitions 2.2.1 Service Quality 7 2.2.2 Customer Satisfaction and Customer Experience 8 2.2.3 Customer-perceived Value 9 2.2.4 Customer Loyalty 10 2.3 Dimensions and perceptions of service quality 2.3.1 Dimensions of Service Quality 10 2.3.2 The Gap Model 11 2.3.3 Perceptions of Service Quality 12 2.3.4 Summary 15 2.4 Service Quality and Customer Loyalty 16 2.5 Service Quality and Customer Experience 19 2.6 Perceived Value on Customer Satisfaction and Customer Loyalty 22 Chapter III Methodology 3.1 Research Philosophy 23 3.2 Research Design 23 3.3 Research Methodology 23 3.4 Choice of Method 24 3.5 Data Collection 25 3.6 Sources of data 25 3.7 Justification for Literature Review 25 3.8 Data Analysis 26 3.9 Ethical Concerns 26 Chapter IV Findings and Discussion 4.1 The Banking Industry 27 4.2 Service Quality and Customer Loyalty 27 4.3 Service Qual ity and Customer Experience 29 4.4 Perceived Value on Customer Satisfaction and Customer Loyalty 31 4.5 Discussion 33 Chapter V Conclusion and Recommendation 5.1 Conclusion 36 5.2 Recommendations to enhance customer loyalty 37 5.3 Limitations of the Study 37 5.4 Recommendations for further research 37 5.5 Personal Reflections 39 References 40 Figures Figure I Framework for the Study 5 Figure II Customer Experience and Service Quality 30 Chapter I Introduction 1.1 Background In an intensely competitive business environment, sustainable competitive advantage has become imperative. The service industry has been forced to create new ways of finding competitive advantage (Chen & Hu, 2012). Retaining customers is considered to be more important than creating new customers. Retaining existing

Objective Thinking Research Paper Example | Topics and Well Written Essays - 750 words

Objective Thinking - Research Paper Example As a result of adopting this approach you live in a childlike bubble with the world outside oneself and you are only concerned with the effects you have on the outside world and vice versa. This paper aims to: 1. Define objective experience, as opposed to subjective experience; 2. Describe the experience of an objective thinker; 3. Explore the possibility of training adolescents to think objectively; and 4. Explore the connection between thinking objectively and language. Isolating Objective Experience Bothereau (2009), in explaining atomism and atelic conceptualization, subscribed to the theorization of experience, in which experience can be analyzed and understood as a theoretical entity. At the same time, it is everything and everywhere, observable as well as unobservable. Bothereau goes on to compare the theories in question to Whitehead’s (1920) sense-awareness continuum, in which sense-perception is possible only with a division of the continuum, of a part objectified ex perience. Many theorists, as well as those in the practical sciences like medicine, take into account two components of experience: the objective and the subjective. While the patient’s blood pressure is objective and can be validated using a sphygmomanometer, his experience of pain is subjective and cannot be perfectly transferred through Nagel’s observer empathy (1974, in Baars, 2996). Baars (1996) advocated for such practical criteria to understand subjectivity. Indeed, the common argument against physicalism is that an ideal, complete physical description of a living human being still leaves out that person’s subjective conscious experience, or what it was like to be that person (Rudd, 1997). Is it possible to eliminate subjective experience? Watt (2004) argued against the view that cognition and emotion are counter-posed to each other. Instead, cognition is an extension of emotion, which is an extension of homeostasis. The brain’s functions are made possible through integration of systems from top to bottom of the neuroaxis. Biologic proof is in the neural connections between thalamocortical brain systems and many subcortical (basal forebrain, diencephalic, and midbrain-reticular) systems. He goes on to explain that, past early infancy, much of human consciousness consists of emotion-and-cognition amalgams, citing music and art as examples of activating emotion by cognition. Sutherland (2001) also commented on the indispensability of emotion in decision-making, as concluded by many theories from stimulus-response and behavioralism, symbolic logic and representation in any medium, to naturalism. He recounted Damasio’s (1994) findings that patients with damage to the orbitofrontal cortex, the area of the brain that deals with social emotions, were completely unable to make decisions. If emotions, as judgments on what is perceived, are classified as subjective experience, and much of human consciousness consists of emotion- and-cognition amalgams, then it is not possible to completely disassociate subjective from objective experience. However, there are stoic individuals, or those who have mastered affective self-regulation (not affective elimination), at least for a time. The next question would then be whether it is possible to hardwire the brain to think primarily â€Å"objectively†, which will be explored in the latter part of the paper.

Fixing Urban Schools Essay Example | Topics and Well Written Essays - 1250 words

Fixing Urban Schools - Essay Example This project concluded that members of the school board, mayors, foundation leaders and city council need to have an idea on how to improve school systems. One of the vital elements of reform policies that can transform performance in schools is giving responsibility to other school members other than just superintendents. Most superintendents maintain their jobs for approximately three years. The school officials normally hire a different superintendent serious and confident enough to advance a school and raise the performance of students. Three years is not enough to achieve set goals. When a superintendent leaves, he or she leaves behind partially implemented plans and unfulfilled goals. This report declares that big city leaders face issues of political and intellectual types. The political issue is the complexity of developing and maintaining a strong coalition that can conquer the resistance to change that many large organizations face, whose constituency consists of opposing civil employees and interest groups. Only a number of communities have enjoyed the advantage of both a system of political support and strong ideas. Political support is important because it plays a huge role in making ideas come to life. It is not clear how to solve the issues faced by city schools. Without proper direction, the millions of young people’s future living in the city are at stake. This is because they need the public school system to shape their employment ability and their entry into society. (Hill & Celio, 1998). Apart from teachers, members of the school board, mayors, foundation leaders and city council need to have an idea on how to improve school systems. One of th e vital elements of reform policies that can transform performance in schools is giving responsibility to other school members other than just superintendents. Most superintendents maintain their jobs for approximately three years. The school officials normally hire a different superintendent serious and confident enough to advance a school and raise the performance of students. Three years is not enough to achieve set goals. When a superintendent leaves, he or she leaves behind partially implemented plans and unfulfilled goals (Hill & Celio, 1998). The reasons why public schools face these issues is poverty, racial isolation, social instability and labor unrest. It is also helpful if local leaders can gather the needed administrative and political support to attain such reforms. The biggest challenge faced by urban schools relates to the reality that the term connotes worries concerning experiences of education for minority and poor youth. Improving public schools hence communicate s the idea of conquering inequalities in occupational, educational, and social opportunity throughout economic and racial groups. Overview of Current Policy: The policy of fixing urban schools encourages school restructuring as a way to allow improvement in the achievement of students and the effectiveness of an organization. This happened with the appointment of state officials and local appointed boards to run schools. The move prevented any bureaucracy in the management of urban schools. Because of bureaucracy, schools normally have a poor relationship with community and parental networks. This relationship is important because it helps facilitate the effective education of children. Creating a sense of community for public schools is a suggestion by many scholars. They claim that this is what separates different schools socially. For example, catholic schools run based on functional communities. This means that the

Banking Comparison Essay Example | Topics and Well Written Essays - 500 words

Banking Comparison - Essay Example First, the institution to be picked must be able to guarantee safety of the deposits made. Further, it should ensure be able to provide both long term and short term investment opportunities. Moreover, with the increasing technological advancement, it must be able to provide online banking services at affordable rates. The choice taken must be able to guarantee ATM services within the area of residence and other locations as well. Interest should also be placed on the checking accounts and the fees that are associated with them. The institution should also be able to ensure access to the services internationally as well as a safe deposit box. The fees charged on the money transfers should also be a point of concern. Finally, the location of the institution should be convenient and the interest earned on the savings program should be considerate. Indeed, a financial institution that guarantees all these will be the best. The methodology that will be adopted in carrying out research to ascertain the most appropriate financial institution to join will include both primary and secondary. Secondary will involve searching the online information available regarding the institution including the website and other articles. Further, there will be primary approach where an in-depth interview will be carried out to ensure that adequate first hand information is gathered from the bank personnel. This will be done through the visiting of the banks as an individual and doing a face to face interview with the institution’s staff on the services offered. Finally, the data collected through both the primary and secondary approach will be compared with the individual needs in order to come up with the very best option. After carrying out research on Bank of America, CITI, and Chase bank, it was clear that the banks offer almost similar services of interest. Indeed, having visited the branches for in-depth interviews, it almost became difficult to

Shakespeares baptismal Essay Example for Free

Shakespeares baptismal Essay William Shakespeare was born in April of 1564. There is no specific date of birth because at that time the only date of importance was the date of baptism, though infants often were baptized when they were three days old. Shakespeares baptismal date was April 26, 1564. Shakespeare was born in the village of Stratford-upon-Avon in Warwickshire. At the time of his birth, the village had a population of 1500 people, and only 200 houses. Shakespeares father came from a family of yeomen, and he gained many prestigious positions in the community. Shakespeares mother came from an ancient family of landed gentry. The whole family was Anglican. The familys financial situation was well off. Not much information is known about Shakespeares youth, although undoubtedly he was educated in the local school, where he studied Latin and Greek, among other subjects, during a school day that often lasted from dawn to dusk. Shakespeares first exposure to the theatre probably occurred when he was young. As a child his father probably took him to see plays when travelling troupes of actors came to town, although that was not often. Shakespeare was married to Anne Hathaway in 1582, when he was 18; she was 26, eight years his senior. The exact wedding date is uncertain, but the marriage certificate was issued on November 27, 1582. William and Anne had their first child, Susanna, in May of 1583. This was followed by the birth of twins, Hamnet and Judith, in January of 1585. Most historians believe that Shakespeare was not often around his family in Stratford after that because historical records show him in London during the following years. The first written reference to Shakespeares existence in London occurred in 1592, when Shakespeare was in his late twenties. He seems to have been fairly well established in the theatre by that point, since the reference, written by another playwright, hints of jealousy at Shakespeares success. With his two patrons, the Earls of South Hampton and Pembrooke, Shakespeare rose quickly in the theatre as both an actor and an author. He joined the Lord Chamberlains Men, an acting company which was protected by the Queen, becoming a shareholder and senior member in 1595. Because of his success in London, he was able to purchase New Place, the largest and most elegant house in his home town of Stratford, when he was in his early thirties (1597). In addition to his popularity as both an actor and playwright, Shakespeare became joint owner of the famous Globe theatre when it opened in 1599. His share of the companys management added heavily to his wealth. Shakespeares financial success in the London theatre enabled him to retire and return to his home in Stratford around 1610. He lived there comfortably until his death on April 23, 1616 (it is popularly believed that he died on his birthday). He is buried in Holy Trinity Church in Stratford-upon-Avon. Though Shakespeare is most closely associated with the Elizabethan period, his career can be categorized as both Elizabethan and Jacobean, as several works were completed after James I became king in 1603.

Apple vs Microsoft Compare and Comparison

Apple vs Microsoft Compare and Comparison Corey Rill Microsoft and Apple are the two biggest companies when it comes to computer manufacturing and the consumer electronics industry. The two companies have an ample of similarities and differences. Both Microsoft and Apple launched their corporations within a short period of each other. They are the highest earning rival companies, As well as the best innovators in the market as their products are some of the most widely used worldwide. Apple Incorporated targets its efforts on the manufacture, design, and sale of consumer electronics like mobile phones, persacoms (personal computers), and televisions, as well as other similar software products. The Microsoft Corporation, on the other hand, is a computer   company that deals with the development and manufacture of software products for computers. Apple is most known for its computer design, the Macintosh, and other entertaining gadgets like the Macbook Air, the iPhone, and the Apple Watch. The items are being improved constantly and are advancing greatly as the years go by. As such, they have been received quite well by consumers. The Microsoft Company is most well known for their OS, or Operating System,   Microsoft Windows and the Microsoft office applications, such as Microsoft Word and Powerpoint. In the software market, Apple has produced the iLife creativity and IOS phones. Other inventions from Apples baked goods sale includes the iTunes media browser and the Mac Operating System MacOS X. In terms of production and   entering of new technologies into the market, The Corporate management at Apple seems to have a rather different strategy than that of Microsoft. Microsoft is a company that takes ideas that are already on the market and then dominates it. Apple, on the other hand, enjoys developing new ideas and making them big.   Apple identifies newborn technologies and ideas that are not used in a practical way and develops them to give them the appeal needed to be sold on the mass market and possibly to even satisfy the needs of the greater market. The examples of these are the iPhone (which was the first touchscreen phone), the Apple Watch, the GUI, the Multi-Touch, and iTunes. Microsoft identifies already established technologies and ideas   wishing to take part in its success. It does this by using Its power as a massive industry to deal with the competition until it succeeds the market. Examples include Xbox, MSN, Bing, Zune, Windows mobile, and Windows. Apple mostly directs its approach in making new products that will enable it to gain profit regardless of what the product is. Microsoft approaches the product line with the sole purpose of becoming the dominating company in the market no matter the profit it makes. Most companies involved with technology have followed Microsofts strategy of attempting to dominating the market regardless of the profits it makes. Trying to term it as the best sales strategy for a future-oriented company. However, apple has been running sturdy with good profits for more than a considerable amount of years, without the focus of dominating or arising any problems. In terms of features made for internet use, the companies also have different strategies. Apple does its selling using a minimalist game plan both in design and interfaces. The company narrows the clutter to   a minimum and assumes that the users do not have the time or patience to sift through the internet searching for endless possibilities. The company designs its services to provide for those with less time and more money. Microsoft is designed to give the consumer the most options possible. The corporation assumes the customer will spend hours looking for what they think is the best option. The companys search guide shows the consumer the best way to make a choice. Microsoft does this with its target customers because they are the consumers with more time on their hands and less money to spend. For instance, apple offers   one option for buying music; their program called iTunes, while Microsoft offers thousands of searches and downloadable contents on the internet. This sho ws that the two companies marketing strategies for selling products are meant for different customers. References Microsoft. Microsoft, n.d. Web. . Apple. Apple Incorporated, n.d. Web.

Comparing the Salem Witch Trials, European Witchcraft Craze and the McC

Comparing the Salem Witch Trials, European Witchcraft Craze and the McCarthy Hearings The evidence of witchcraft and related works has been around for many centuries. Gradually, though, a mixture a religious, economical, and political reasons instigated different periods of fear and uncertainty among society. Witchcraft was thought of as a connection to the devil that made the victim do evil and strange deeds. (Sutter par. 1) In the sixteenth, seventeenth, and twentieth century, the hysteria over certain causes resulted in prosecution in the Salem Witch Trials, European Witchcraft Craze, and the McCarthy hearings. These three events all used uncertain and unjustly accusations to attack the accused. The Salem witch trials in Massachusetts Colony lasted from 1692 to early 1693. Even before the witchcraft trials, Salem Village was not exactly known as a bastion of tranquillity in New England. (Sutter par.2) There was a population of over six hundred that was divided into two main parts; those that wanted to separate from Salem Town and those that did not. They divided themselves into the eastern and western parts of the town. With this tension and an unfortunate combination of economic conditions, congregational strife, teenage boredom, and personal jealousies, (Oliver par. 2) Salem became unstable. When Elizabeth Parris and Abigail Williams, Reverend Samuel Parris's daughter and niece, started to exhibit strange behavior including convulsive seizures, screaming, and trances, (Oliver par. 2) and the doctor declared that the girls were under the influence of the devil, the townspeople believed him. This could be because there was an Indian War ranging less than seventy miles away, and with many refugees from the war were in tha... ...uring the McCarthy hearings, people were prosecuted for being communists even without valid proof just as in the two witchcraft crazes, people were prosecuted for being witches without valid proof. All three were caused mainly of fear of the so-called evil. During a time of crisis, people turn to extreme solutions. The witchcraft hysteria of the sixteenth and seventeenth centuries and the McCarthy hearings are only three examples of how people can try to prosecute those they fear by assumption and without valid proof. The witchcraft hysteria should warn us to think about how best to safeguard and improve our system of justice to avoid unjustly trials that lead to unfair prosecution. These trials come to show as a reminder of how politics, family conflicts, religion, economics, and the imagination and fears of people (Sutter par.1) can yield tragic consequences.

MACBETH oral presentation :: essays research papers

As the play nears its bloody conclusion, Macbeth's "tragic flaw" comes to the forefront: like Duncan before him, he is too trusting. He believes the witches' prophesies at face value, never realizing that, like him, things are seldom what they seem. Thus he foolishly fortifies his castle with the few men he has left, banking on the fact that the events the witches predicted seem impossible. But in fact these predictions come true: the English army brings Birnam Wood to Dunsinane, and Macduff, who has been "untimely ripped" from his mother's womb, advances to kill Macbeth. The witches have equivocated; they told him a double truth, concealing the complex reality within a framework that seems simple. It is fitting that the play ends as it began: with a victorious battle in which a valiant hero kills a traitor and displays his severed head. The first thing we hear of Macbeth in act one is the story of his bravery in battle, wherein he cut off MacDonald’s head and displayed it on the castle battlements. Here at the end of the tragedy, Macbeth, himself a traitor to Duncan and his family, is treated in exactly the same manner; after killing Macbeth, Macduff enters with Macbeth's severed head and exclaims "behold where stands / Th'usurper's cursed head". The play thus ends with the completion of a perfect parallel. The moral at the end of the story is that the course of fate cannot be changed. The events that the Weird Sisters predicted at the beginning of the play happen exactly as they said, no matter what the characters do to change them. Macbeth tries his hardest to force fate to work to his bidding, but he is not successful; Banquo still becomes the father of kings, and Macbeth still falls to a man not born of woman. The man who triumphs in the end is the one who did nothing to change the fate prescribed for him. In-depth summary of important points in the scene As the play nears its bloody conclusion, Macbeth's "tragic flaw" comes to the forefront: like Duncan before him, he is too trusting. He believes the witches' prophesies at face value, never realizing that, like him, things are seldom what they seem. Thus he foolishly fortifies his castle with the few men he has left, banking on the fact that the events the witches predicted seem impossible.

Political Romantics of Elizabeth Cady Stanton Essay -- Biography Biogr

Political Romantics of Elizabeth Cady Stanton      Ã‚   Romantic persuasion enters all genres of literature. At the time of the American Renaissance romanticism became a prominent aspect of writing. It was a time of change not just in literature, but in the political arena. The political turmoil of the time created a new venue for writers with views of a utopian society. These author's, with their ideals, became a catalyst for the continuing changes of today. This cunning use of language, whether intentional or accidental, continues today. Political change comes not just from thought provoking words, but from gaining the emotions of those hearing the words.    During a time in need of sweeping political change an arena is created which can serve a romantic heart well. Whether this heart is seen as romantic or warrior-like it is the passionate wording that entrances the reader. Elizabeth Cady Stanton's work, while seen as political, speaks not just to the mind, but the heart as well. Choosing her language carefully serves two intents, demanding change and evoking desire in the reader to assist in the changes. It is this ability to create desire that makes Stanton an influential writer. Elizabeth Cady was one of eleven children born into a time in history when women had no voice. After the death of her oldest brother Stanton's father commented, "Oh, my daughter, I wish you were a boy!" (Heath 2031). From this early time she was reminded of her limitations, but refused to accept the restrictions. Stanton went so far as to have the word "obey" omitted from her marriage vows to Henry Brewster Stanton. This formidable personality coupled with an eloquent writing ability led her into politics.    It is Stanton's language ... ... Ellen. Century of Struggle: The Woman's Rights Movement in the United States. Cambridge: Belknap Press of Harvard University Press, 1996. King, Martin Luther. "I Have a Dream." A Testament of Hope: The Essential Writings of Martin Luther King, Jr. Ed. J. M. Washington. San Francisco: Harper & Row, 1986. 217-220. Emerson, Ralph Waldo. "The American Scholar." The Heath Anthology of American Literature Third Edition. Ed. Paul Lauter. Boston: Houghton Mifflin Company, 1998. 1610. Stanton, Elizabeth Cady. "from Eighty Years and More: Reminiscences." The Heath Anthology of American Literature Third Edition. Ed. Paul Lauter. Boston: Houghton Mifflin Company, 1998. 2031-2033. Stanton, Elizabeth Cady. "The Solitude of Self." The Female Experience: An American Documentary. Ed. Gerda Lerner. New York: Oxford University Press, 1977. 490-493.    Political Romantics of Elizabeth Cady Stanton Essay -- Biography Biogr Political Romantics of Elizabeth Cady Stanton      Ã‚   Romantic persuasion enters all genres of literature. At the time of the American Renaissance romanticism became a prominent aspect of writing. It was a time of change not just in literature, but in the political arena. The political turmoil of the time created a new venue for writers with views of a utopian society. These author's, with their ideals, became a catalyst for the continuing changes of today. This cunning use of language, whether intentional or accidental, continues today. Political change comes not just from thought provoking words, but from gaining the emotions of those hearing the words.    During a time in need of sweeping political change an arena is created which can serve a romantic heart well. Whether this heart is seen as romantic or warrior-like it is the passionate wording that entrances the reader. Elizabeth Cady Stanton's work, while seen as political, speaks not just to the mind, but the heart as well. Choosing her language carefully serves two intents, demanding change and evoking desire in the reader to assist in the changes. It is this ability to create desire that makes Stanton an influential writer. Elizabeth Cady was one of eleven children born into a time in history when women had no voice. After the death of her oldest brother Stanton's father commented, "Oh, my daughter, I wish you were a boy!" (Heath 2031). From this early time she was reminded of her limitations, but refused to accept the restrictions. Stanton went so far as to have the word "obey" omitted from her marriage vows to Henry Brewster Stanton. This formidable personality coupled with an eloquent writing ability led her into politics.    It is Stanton's language ... ... Ellen. Century of Struggle: The Woman's Rights Movement in the United States. Cambridge: Belknap Press of Harvard University Press, 1996. King, Martin Luther. "I Have a Dream." A Testament of Hope: The Essential Writings of Martin Luther King, Jr. Ed. J. M. Washington. San Francisco: Harper & Row, 1986. 217-220. Emerson, Ralph Waldo. "The American Scholar." The Heath Anthology of American Literature Third Edition. Ed. Paul Lauter. Boston: Houghton Mifflin Company, 1998. 1610. Stanton, Elizabeth Cady. "from Eighty Years and More: Reminiscences." The Heath Anthology of American Literature Third Edition. Ed. Paul Lauter. Boston: Houghton Mifflin Company, 1998. 2031-2033. Stanton, Elizabeth Cady. "The Solitude of Self." The Female Experience: An American Documentary. Ed. Gerda Lerner. New York: Oxford University Press, 1977. 490-493.   

Campaign Strategy Essay

1) What are the goals of the campaign? 2) What questions need to be answered to reach those goals? This is a list of general campaign questions to help start your research process. These are not research questions. Each general campaign question should generate a list of more specific research questions. For example, â€Å"What is the issue/problem?† could lead to the question, â€Å"What is the history of lead poisoning in our community?† General questions to ask about a campaign: 1. What is the issue/problem? (Understand their arguments.) 2. What are the solutions or alternatives? (Develop our arguments.) 3. Who else is trying to change the problem, how effective are they, and what are their solutions? (Potential allies. Locate a niche. Avoid obstacles and duplication of effort.) 4. Who can implement those solutions? Who has the power? (The Targets) 5. What kind of campaign would it take to convince them? (Feasibility test.) A. How long would victory take? What are the time constraints? B. What are tactics and paths to a victory? C. What are the opportunities or obstacles? D. What has worked for other organizations on similar campaigns? 6. Who are the other players? A. Who would support change? (Allies) B. Who opposes change? (Opposition) C. Who could become allies/opposition, but are currently neutral? 7. Does our base have the power and resources to win this campaign? 8. Will this campaign build our movement, base, or organization? WHAT IS A CAMPAIGN STRATEGY? A campaign can be seen as an organised, purposeful effort to create change, and it should be guided by thoughtful planning. Before taking action, successful campaigners learn as much as possible about: * the existing situation * who is affected by the campaign issue both positively and negatively * what changes could improve the situation * what resources, tactics and tools are available to implement a campaign that will address the issue. Campaigners use this knowledge to create their strategy, which guides them in planning, implementing, marketing, monitoring, improving and evaluating their campaign. A campaign strategy should answer the †¨following questions: Problem, Vision, Change 1. What problem are you confronting? 2. What is your vision of how the world will be, once the problem is resolved? 3. What change/s would bring about this vision? Stakeholders, Relationships,Targets 4. Who is affected, positively or negatively, by the problem? 5. How are these people or groups related to the problem and to each other? 6. Who are you trying to reach? 7. If your campaign is successful, who will be affected? Answering key questions repeatedly, at each stage of your campaign, about the problem, solution, stakeholders and targets as well as the tactics, message and tools you will use, will help develop your campaign strategy. Your campaign strategy will guide what you do and it should be updated regularly as the campaign is implemented and the situation changes. CREATE A COMMON VISION It’s useful to involve your whole campaigning group in exploring the problem, your vision and the changes sought: a shared understanding of the problem will stimulate ideas about possible actions to take, and will also help your group to stay motivated and focussed during the campaign. Creating a common vision will also help determine ways to monitor, and adjust the implementation of, the campaign if necessary. Activity 1: PROBLEM – SOLUTION – CHANGE 1. Discuss and decide, as a group, what core problem your campaign seeks to address. Elaborate all the adverse effects of this problem. 2. Each person in the group should create their own answer to the following question: What would a world without this problem be like? * Use words, diagrams, illustrations. * Imagine unlimited resources (money, power, etc). * Discuss and enumerate all the benefits of this proposed world. 3. Combine your individual visions of the future to create a single common vision for the campaign. Discuss in depth which broad actions or changes would resolve the problem you identified, so as to arrive at the world you have envisioned. These necessary actions are the main focus of your campaign. Discuss the scope of your campaign: decide whether it has multiple components (sub-campaigns). If it does, you may choose either to narrow the focus of your campaign or create a multiple-campaign strategy. UNDERSTAND THE CAMPAIGN’S STAKEHOLDERS Stakeholders are people, groups, organisations, or institutions that are connected to your issue. They may support your campaign, be adversely affected by the issue in question, have the power to change the situation, or even be responsible for the problem you have identified. An important task when designing your campaign is to learn as much about the stakeholders as possible. You should: * Understand each stakeholder’s relationship to the problem and your proposed solution * Define the relationships between different stakeholders * Determine the ability and willingness of stakeholders to help or hurt your campaign * Identify which of these stakeholders your campaign should concentrate on to create the change your desire. Activity 2: MAPPING STAKEHOLDERS AND THEIR RELATIONSHIPS Start creating a map in which entities with a stake in your issue are represented as circles, or nodes, and lines between these circles represent relationships. It is good to use sticky papers (post-it notes) for this activity because they can be moved about as required. 1. Discuss the interaction that is at the root of the problem your campaign wants to address. Who creates the problem? Who is affected by it? How and why are these entities connected to one another? 2. Continue, taking notes as you go along, until you can identify the interaction between entities (nodes) that most represents what you seek to change. 3. Identify all of the nodes between which this kind of interaction is happening. 4. Place these nodes at the center of your map. 5. Identify the relationships of these central nodes with others nodes on your map. Start locally and move outward regionally, nationally, internationally and globally, if relevant. Depending on your problem, expand your map with two or more levels of nodes (marking these in a clear way): * First level: entities with direct contact to the central nodes (family / local) * Second level: entities with contact to the first level (regional / national) * Third level: nodes with general influence on the issue (international / institutional) 6. Next, draw lines representing relationships between these nodes and identify the kind of relationship they have; for example: * Power * Mutual benefit * Conflict * Potential After mapping out as many stakeholders as you can, you will have a graphic representation of your stakeholders’ relationships with your issue. Next you should analyse how your stakeholders may help achieve the change/s you seek. For more information on how to do this, see New Tactics in Human Rights Tactical Mapping. Activity 3: FROM STAKEHOLDERS TO TARGETS Begin defining specific objective/s of your campaign. Consider each stakeholder’s level of support and level of influence in the context of your campaign objective/s. 1. In simple, active terms, define what would resolve your problem and bring about the change you seek. Your objectives should be specific, measurable, achievable, realistic, and time-bound. 2. Using the list of the stakeholders from the previous activity, identify as many as possible who could help achieve your objective. 3. Draw a horizontal and a vertical axis on a large sheet of blank paper (shown here). Place the stakeholders as follows: * The vertical axis represents their level of influence in achieving the goal of your objective from most influential (top) to least influential (bottom). * The horizontal axis represents whether they are likely to oppose (left) or support (right) your campaign. 4. After you place all the stakeholders on the paper, identify the most influential entities or individuals as potential primary targets, those who can make the change you seek. Note their level of support or opposition for this change. 5. Discuss the relationship of these entities to other stakeholders. You may already have this information on your stakeholder map from Activity 2. 6. Identify stakeholders who support your campaign and have influence on or relationships with your primary target group. They are your secondary targets, or participant groups, who could become actively involved in helping your campaign achieve its goals. Locate them on your graph and identify two or three participant groups to concentrate on. (Adapted from The Change Agency’s Power Mapping exercise.) Activity 4: FROM TARGETS TO TACTICS Now you have identified the target audiences that your campaign needs to communicate with, and what relationships they have with other entities with a stake in the problem, you can consider what tactics will best address your target and participant groups? 1. Draw a half-circle, divided into wedges. Place those who most support your campaign on the left side of the spectrum; those who oppose you the most on the right. 2. Use your maps and sticky papers, placing each target and stakeholder in a wedge according to their level of support for your cause. The result is a spectrum of stakeholders, a few of whom you have identified as primary or secondary targets. A five-wedge diagram would include the following: a. Active allies: supportive and motivated to achieve your goals b. Allies: may benefit from your success c. Neutral parties: may not be involved or affected currently d. Opponents: may suffer from your success e. Active opponents: actively interfere with your activities 3. Use this diagram to help decide which tactics to consider, depending on each stakeholder’s location on the spectrum. For example: f. Supportive: use mobilisation tactics g. Neutral: use educational. visualisation tactics h. Opposing: use disruption, interference tactics (Adapted from New Tactics in Human Rights’ Spectrum of Allies exercise.) This card was created by Namita Singh and Ali Gharavi in collaboration with Tactical Tech. There are four essential elements to every successful capital campaign: the Case; Leadership; Prospects; and, the Plan. This article is last in a series addressing each element and will focus on designing a successful capital campaign plan. You cannot do everything at once, but you can do one thing at a time. Begin by designing a comprehensive campaign strategy that works well you and your organization. Every successful campaign begins with a plan. The campaign plan is a detailed set of procedural guidelines for campaign leaders and volunteers. The successful campaign plan is built with two overriding principles in mind: (1) Anything other than a complete success is entirely unacceptable; and (2) To ensure the complete success of this fundraising effort, the campaign must be formally declared (and treated) as the primary institutional priority of the organization throughout the fundraising timetable. Recognizing and stating these basic truths puts you into the mindset to make the dec isions and commitments necessary for a successful campaign. From there, we begin to incorporate essential fundraising elements into a comprehensive strategy. Just as there are the four essential elements of a successful campaign (Case, Leadership, Prospects and Plan) there are many vital techniques at work within a good fundraising plan, among them the use of: personal visits, a phased approach, specific gift requests, lead and major gift solicitation, pledge type gifts. Personal visits always yield more money. People give to people—people they love, people they admire, people they respect and even people they fear. Often it is the personal relationship of the volunteer making the request that has the most sway with the potential donor. Our classic technique demands that we employ a phase-by-phase approach to our fundraising, always asking for the largest gifts first, and then medium sized gifts and finally smaller gifts. This ensures that we create enthusiasm and build momentum. Our success, as evidenced by our rapidly rising fundrais ing totals and our large average gift, will pull undecided people toward us and encourage them to give. Victory has a thousand fathers, yet defeat is always an orphan. One of the most important concepts we must use is to ask for a specific gift. We should be asking mostly with a view of our need in mind, but with some view of their means in mind as well. As we articulate the request, we want to make it clear that the reason we are asking them for this specific amount is because we need it if we are to succeed. It is important that they not get the sense that we are asking them for this amount just because we think they have it, or because we think that is what they â€Å"ought to give,† but only because â€Å"we have this enormous need and a limited number of people of means to whom we can turn.† If people are going to help you achieve ambitious plans, they need to know what is required of them. You must always ask for the specific gift. Every campaign that is successful in reaching its potential is going to do a good job of soliciting Leadership and Major Gifts. Clearly some families are especially able to help because of their material blessings. Within the fundraising industry, it is a well-known fact that approximately 80% of the money (or more) will come from just 20% of the people (and sometimes fewer). These Leadership and Major Gifts set the pace for others to follow and they provide the financial foundation upon which to build a successful campaign. Much time is spent, early in the campaign, trying to determine who should be challenged to consider a gift of this significant nature. A well-run campaign will always stress equal effort, equal stretching or even equal sacrifice from every prospective donor, but not equal giving. Each prospect should be encouraged to do their individual best. Another element of a successful campaign plan is to offer people the opportunity to make pledges, rather than one-time gifts, and to offer longer pledge redemption periods where appropriate and possible. Depending upon the length of the pledge redemption period, pledges are usually two—three times larger than one-time contributions. In today’s busy world, people often budget their money very carefully. If a family were going to give you $100 per month, you would rather have that run for 60 months (5 years) than 36 months (3 years), would you not? Narrowing the pledge collection period is not going to get this family (which is giving out of current income) to pay the money any sooner. It will merely get you a smaller pledge. There are many other important aspects of a solid fundraising plan, including: Financial Goals and Objectives Clearly stated goals tied to both the leaders responsible for attaining them and the timeline over which they are to be accomplished. A Detailed Campaign Timetable Giving form to function, the timetable gives us an orderly way to approach a complex task, ensuring the most important things are going to be done first. Organizational Chart Clarifying the responsibilities of each campaign leader and showing everyone how they are related to one another. Description of Leadership Roles and Responsibilities Written instructions delineating the job responsibilities of each leader/volunteer. Campaign Phases and/or Divisions and Tracks of Activity Another form of timeline, breaking out major phases of activity and tracks of action. Many phases may go on simultaneously, while others will be the only activity underway at that given time. Lead and Major Gift Programs This most important track of activity begins during the early quiet phase of the campaign and continues until the potential for such gifts has been exhausted. Commemorative Gift Plan A comprehensive plan to commemorate the gifts of your campaign donors, especially major and leadership donors which might include naming opportunities, public recognition and memorabilia that you can give to outstanding leaders/donors (such as a scale model of a building, etc.). Keep in mind that the plan may evolve as the campaign moves forward. Often this is a function of actual early results, and who is giving at what levels. Who is accepting a leadership role? Preparing a detailed timetable and organizational chart is a good way of measuring the progress of the campaign in relation to the plan and detecting when necessary adjustments or revisions may be needed. It also provides a specific measure of accountability. Establish goals for each constituency and phase. Everyone needs to know what is expected of him or her! A statistical summary of the number and level of gifts required to reach the campaign goal for each phase of activity should be kept regularly. This list should be constantly monitored against progress to date and should be consulted daily to develop a precise order of solicitation, thus providing us a plan and timetable for asking. In summary, the campaign plan is one of the four essential elements of a successful capital campaign and must be carefully researched and crafted. Remember to keep a close eye on the fundraising plan and modify it in view of your actual experiences. The plan is your road map to success. Remember, it is static while the world is very dynamic. Use the plan as your basic guide, maintaining your liberty to deviate from it briefly where called upon, and you will find it serves you quite nicely and leads to your fundraising success.

Hong Kong Style

HONG KONG STYLE An Interview with Victor Fung BY JOAN MAGRETTA UPPLY CHAIN MANAGEMENT is Working its Way onto the strategic agendas of CEOs in an expanding list of industries, from autos to personal computers to fashion retailing. Propelling that change is the restructuring of global competition. As companies focus on their core activities and outsource the rest, their success increasingly depends on their ability to control what happens in the value chain outside their own boundaries. In the 1980s, the focus was on supplier partnerships to improve cost and quality.In today's faster-paced markets, the focus has shifted to innovation, flexibility, and speed. Enter Li et) Fung, Hong Kong's largest export trading company and an innovator in the development of supply chain management. On behalf of its customers, primarily American and European retailers, Li et) Fung works with an ever expanding network PORTRAIT BY LANCE HIDY 103 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE of thousands of su ppliers around the globe, sourcing clothing and other consumer goods ranging from toys to fashion accessories to luggage.Chairman Victor Fung sees the company as part of a new breed of professionally managed, focused enterprises that draw on Hong Kong's expertise in distribution-process technology-a host of informationintensive service functions including product development, sourcing, financing, shipping, handling, and logistics. Founded in 1906 in southern China by Victor Fung's grandfather, Li &) Fung was the first Chinese-owned export company at a time when tbe China trade was controlled by foreign commercial houses. In the early 1970s, Victor was teaching at the Harvard Business School, and his younger brother, William, was a newly minted HarvardM. B. A. The two young men were called home from the United States by their father to breathe new life into the company. Since then, the brothers have led Li et? Fung through a series of transformations. In this interview with HBR edito r-at-large foan Magretta, Victor Fung describes how Li &) Fung has made the transition from buying agent to supply chain manager, from the old economy to the new, from traditional Chinese family conglomerate to innovative public company. Victor and William Fung are creating a new kind of multinational, one that remains entrepreneurial despite its growing size and scope.Victor Fung is also chairman of a privately held retailing arm of the company, which focuses on joint ventures with Toys R Us and the Circle K convenience-store chain in Hong Kong. He is also chairman of the Hong Kong Trade Development Council and of Prudential Asia. How do you define the diHerence between what Li & Fung does today-supply chain managementand the trading business founded by your grandfather in 1906? ing which quotas have been used up in Hong Kong, for example, tells you when you have to start buying from Taiwan. Understanding products was also more complex. We knew that in Taiwan the synthetics were be tter, ut that Hong Kong was the place to go for cottons. We could provide a package from the whole region rather than a single product from Hong Kong. By working with a larger number of countries, we were able to assemble components; we call this â€Å"assortment packing. † Say I sell a tool kit to a major discount chain. I could buy the spanners from one country and the screwdrivers from another and put together a product package. That has som. e value in it-not great value, but some. In the second stage, we took the company's sourcing-agent strategy one step further and became a manager and deliverer of manufacturing programs.In the old model, the customer would say, â€Å"This is the item I want. Please go out and find the best place to buy it for me. † The new model works this way. The Limited, one of our big customers, comes to us and says, â€Å"For next season, this is what we're thinking about-this type of look, these colors, these quantities. Can you come up with a production program? † Starting with their designers' sketches, we research the market to find the right type of yarn and dye swatches to match the colors. We take product concepts and realize them in prototypes. Buyers can then look at the samples and say, â€Å"No, I don't eally like that, I like this. Can you do more of this? † We then create an entire program for the season, specifying the product mix and the schedule. We contract for all the resources. We work with facto- When my grandfather started the company in Canton, 90 years ago during the Ching dynasty, his â€Å"value added† was that he spoke EngUsh. In those days, it took three months to get to China hy hoat from the West; a letter would take a month. No one at the Chinese factories spoke English, and the American merchants spoke no Chinese. As an interpreter, my grandfather's commission was 15%. Continuing through my father's generation, Li &Fung was basically a broker, charging a fee to put buyers and sellers together. But as an intermediary, the company was squeezed between the growing power of the buyers and the factories. Our margins slipped to 10%, then 5%, then 3%. When I returned to Hong Kong in 1976 after teaching at Harvard Business School, my friends warned me that in ten years buying agents like Li & Fung would he extinct. â€Å"Trading is a sunset industry,† they all said. My brother and I felt we could turn the business into something different, and so we took it through several stages of development. In the first stage, we cted as w^hat I would call a regional sourcing agent and extended our geographic reach by establishing offices in Taiwan, Korea, and Singapore. Our knowledge of the region had value for customers. Most hig buyers could manage their own sourcing if they needed to deal only with Hong Kong-they'd know which ten factories to deal with and wouldn't need any help. But dealing with the whole region was more complex. In textiles, quotas g overn world trade. Know104 HARVARD BUSINESS REVIEW September-October 1998 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE ries to plan and monitor production so we can ensure quality and on-time delivery.This strategy of delivering manufacturing programs carried us through the 1980s, but that decade brought us a new challenge – and led to our third stage. As the Asian tigers emerged. Hong Kong became an increasingly expensive and uncompetitive place to manufacture. For example, we completely lost the low-end transistor-radio business to Taiwan and Korea. What saved us was that China began to open up to trade, allowing Hong Kong to fix its cost problem by moving the labor « intensive portion of production across the border into southern China. So for transistor radios we created little its-plastic bags filled with all the components needed to build a radio. Then we shipped the kits to China for assembly. After the labor-intensive work was completed, the finished goods came back to Hong Kong for final testing and inspection. If you missed a screw you were in trouble: the whole line stopped cold. Breaking up the value chain as we did was a novel concept at the time. We call it â€Å"dispersed manufacturing. † This method of manufacturing soon spread to other industries, giving Hong Kong a new lease on life and also transforming our economy. Between 1979 and 1997, Hong Kong's position as a trading ntity moved from number 21 in the world to number 8. All our manufacturing moved into China, and Hong Kong became a huge service economy with 84% of its gross domestic product coming from services. So dispersed manufacturing means breaking up the value chain and rationalizing where you do things? That's right. Managing dispersed production was a real breakthrough. It forced us to get smart not only about logistics and transportation but also about dissecting the value chain. Consider a popular children's doll-one similar to the Barbie doll. In the early 1980s, w e designed the dolls in Hong Kong, and we also produced the olds because sophisticated machinery was needed to make them. We then shipped the molds to China, where they would shoot the plastic, assemble the doll, paint the figures, make the doll's clothing-all the labor-intensive work. But the doll had to come back to Hong Kong, not just for final testing and inspection but also for packaging. China at that time couldn't deliver the quality we needed for the printing on the boxes. Then we used Hong Kong's welldeveloped banking and transportation infrastructure to distribute the products around the world. You can sec the model clearly: the labor-intensiveHARVARD BUSINESS REVIEW September-October 1998 middle portion of the value chain is still done in southern China, and Hong Kong does the front and back ends. Managing dispersed manufacturing, where not everything is done under one roof, t akes a real change of mind-set. But once we figured out how to do it, it became clear that our r each should extend heyond southern China. Our thinking was, for example, if wages arc lower farther inland, let's go there. And so we began what has turned into a con- forced us to get smart about dissecting the value chain. † stant search for new and better sources of supply.Li& Fung made a quantum leap in 1995, nearly doubling our size and extending our geographic scope hy acquiring Inchcape Buying Services. IBS was a large British hong w ith an estahlished network of offices in India, Pakistan, Bangladesh, and Sri Lanka. The acquisition also brought with it a European customer base that complemented Li &. Fung's predominantly American base. This Hong Kong model of borderless manufacturing has become a new paradigm for the region. Today Asia consists of multiple networks of dispersed manufacturing-high-cost hubs that do the sophisticated planning for regional manufacturing.Bangkok works with the Indochinese peninsula, Taiwan with the Philippines, Seoul with northern China. D ispersed manufacturing is what's behind the boom in Asia's trade and investment statistics in the i99os-companies moving raw materials and semifinished parts around Asia. But the region is still very dependent on the ultimate sources of demand, which are in North America and Western Europe. They start the whole cycle going. What happens when you get a typical order? Say we get an order from a European retailer to produce 10,000 garments. It's not a simple matter of our Korean office sourcing Korean products or ur Indonesian office sourcing Indonesian products. For this customer we might decide to buy yarn from a Korean producer but have it woven and dyed in Taiwan. So we pick the yarn and ship it to Taiwan. The Japanese have the best zippers and buttons, but they manufacture them mostly in China. Okay, so we go to YKK, a big Japanese zipper manufacturer, and we order the right zippers from their Chinese SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE LI & FUNG'S GLOBAL REACH Li & Fung prod uces a truly global product by pulling apart the manufacturing value chain and optimizing each step.Today it has 3 5 offices in 20 countries, but its global reach is expanding rapidly. In 1997, it had revenue of approximately $1. 7 billion. San Francisco Paris Oporto, Portugal San Pedro Sula, Honduras †¢ Brussels †¢ Istanbul †¢ Cairo Mauritius plants. Then we determine that, because of quotas and labor conditions, the best place to make the garments is Thailand. So we ship everything there. And because the customer needs quick delivery, we may divide the order across five factories in Thailand. Effectively, we are customizing the value chain to hest meet the customer's needs. Five weeks after we have received the order, 0,000 garments arrive on the shelves in Europe, all looking like they came from one factory, with colors, for example, perfectly matched. Just think about the logistics and the coordination. This is a nev*? type of value added, a truly global product that has never heen seen hefore. The label may say â€Å"made in Thailand,† but it's not a Thai product. We dissect the manufacturing process and look for the best solution at each step. We're not asking which country can do the best joh overall. Instead, we're pulling apart the value chain and optimizing each step – and we're doing it globally. 106Not only do the benefits outweigh the costs of logistics and transportation, but the higher value added also lets us charge more for our services. We deliver a sophisticated product and we deliver it fast. If you talk to the big global consumer-products companies, they are all moving in this directiontoward heing best on a glohal scale. So the multinational is essentially its own supplychain manager? Yes, exactly. Large manufacturing companies are increasingly doing global supply-chain management, just as Li & Fung does for its retailing customers. That's certainly the case in the auto industry.Today assemhly is the easy par t. The hard part is managing your suppliers and the flow of parts. In retailing, these changes are producing a revolution. For the first time, retailers are really creating produets, not just sitting in their offices with salesman after salesman showing them samples: â€Å"Do you HARVARD BUSINESS REVIEW September-October 1998 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE Beijing Dalian Qingdau Shanghai Liuyang New Delhi Karachi Guangzhou . Shantou Dhaka Hanoi f† Bombay Bangalore †¢ Taipei Zhanjiang Bangkok Manila Saipan Colombo JohorBaharu . . Singapore Jakarta want to buy this?Do you want to buy that? † Instead, retailers are participating in the design process. They're now managing suppliers through us and are even reaching down to their suppliers' suppliers. Eventually that translates into much better management of inventories and lower markdowns in the stores. Explain why that translates into lower markdowns for retailers? Companies in consumer-driven, fast-moving m arkets face the prohlem of obsolete inventory with a vengeance. That means there is enormous value in heing able to huy â€Å"closer to the market. † If you can shorten your buying cycle from three onths to five weeks, for example, what you are gaining is eight weeks to develop a better sense of where the market is heading. And so you will end up with substantial savings in inventory markdowns at the end of the selling season. HARVARD BUSINESS REVIEW September-October 1998 Good supply-chain management strips away time and cost from product delivery cycles. Our customers have hecome more fashion driven, working with six or seven seasons a year instead of just two or three. Once you move to shorter product cycles, the prohiem of obsolete inventory increases dramatically.Other businesses are facing the same kind of pressure. With customer tastes changing rapidly and markets segmenting into narrower niches, it's not just fashion products that are becoming increasingly time sensit ive. Several years ago, I had a conversation about ladies fashion garments with Stan Shih, CEO of Acer, the large Taiwan-hased PC manufacturer. I jokingly said, â€Å"Stan, are you going to encroach on our territory? † He said, â€Å"No, no, hut the PC business has the same basic problems you face. Things are changing so fast you don't want to wind up with inventory. You want to plan close to the market. He runs his husiness to cut down the delivery cycle SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE and minimize inventory exposure by assembling PCs in local markets. So what I have to say about supply chain management for fashion products really applies to any product that's time sensitive. Supply chain management is about buying the right things and shortening the delivery cycles. It requires â€Å"reaching into the suppliers† to ensure that certain things happen on time and at the right quality level. Fundamentally, you're not taking the suppliers as a given. The classic supply-chain manager in retailing isMarks ik Spencer. They don't own any factories, but they have a huge team that goes into the factories and works with the management. The Gap also is known for stretching into its suppliers. Can you give me an example of how you reach into the supply chain to shorten the buying cycle? Think about what happens when you outsource manufacturing. The easy approach is to place an order for finished goods and let the supplier worry ahout contracting for the raw materials like fabric and yarn. But a single factory is relatively small and doesn't have much buying power; that is, it is too mall to demand faster deliveries from its suppliers. We come in and look at the whole supply chain. We know the Limited is going to order 100,000 garments, but we don't know the style or the colors yet. The buyer will tell us that five weeks before delivery. The trust between us and our supply network means that we can reserve undycd yarn from the yarn supplier. I can l ock up capacity at the mills for the weaving and dying with the promise that they'll get an order of a specified sizc; five weeks before delivery, we will let them know what colors we want. Then I say the same thing to the factories, â€Å"I on't know the product specs yet, but I have orga- the retailer hold off before having to commit to a fashion trend. It's all about flexibility, response time, small production runs, small minimum-order quantities, and the ability to shift direction as the trends move. Is it also about cost? Yes. At Li & Fung we think about supply chain management as â€Å"tackling the soft $3† in the cost structure. What do we mean hy that? If a typical consumer product leaves the factory at a price of $1, it will invariably end up on retail shelves at $4. Now you can try to squeeze the cost of production own 10 cents or 20 cents per product, hut today you have to be a genius to do that because everybody has been working on that for years and there's not a lot of fat left. It's better to look at the cost that is spread throughout the distribution channels-the soft $3. It offers a bigger target, and if you take 50 cents out, nobody will even know you are doing it. So it's a much easier place to effect savings for our customers. Can you give me an example? Sure. Shippers always want to fill a container to capacity. If you tell a manufacturer, â€Å"Don't fill up the container,† he'll think you're crazy.And if all you care about is the cost of shipping, there's no question you should fill the containers. But if you think instead of the whole value chain as a system, and you're trying to lower the total cost and not just one piece of it, then it may he sm^arter not to fill the containers. Let's say you want to distribute an assortment of ten products, each manufactured hy a different factory, to ten distribution centers. The standard practice would be for each factory to ship full containers of its product. And so those ten cont ainers would then have to go to a consolidator, who would unpack and epack all ten containers before shipping the assortment to the distribution centers. Now suppose instead that you move one container from factory to factory and get each factory to fill just onetenth of the container. Then you ship it with the assortment the customer needs directly to the distribution center. The shipping cost will be greater, and you will have to be careful about stacking the goods properly. But the total systems cost could be lower because you've eliminated the consolidator altogether. When someone is actively managing and organizing the whole supply chain, you can save costs like that. We think about supply chain management as ‘tackling the soft ‘ in the cost structure. † nized the colors and the fabric and the trim for you, and they'll be delivered to you on this date and you'll have three weeks to produce so many garments. † I've certainly made life harder for myself no w. It would be easier to let the factories worry about securing their own fabric and trim. But then the order would take three months, not five weeks. So to shrink the delivery cycle, I go upstream to organize production. And the shorter production time lets 108 HARVARD BUSINESS REVIEW September-October 1998SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE So when you talk about organizing the value chain, what you do goes well beyond simply contracting for other people's services ot inspecting their work. It sounds like the value you add extends almost to the point where you're providing management expertise to your supply network. In a sense, we are a smokeless factory. We do design. We huy and inspect the raw materials. We have factory managers, people who set up and plan production and balance the lines. We inspect production. But we don't manage the workers, and we don't own the factories. Think ahout the scope of what we do.We work with about 7,500 suppliers in more than 26 countries. If the average factory has 200 workers – that's probahly a low estimate – then in effect there are more than a million workers engaged on behalf of our customers. That's why our policy is not to own any portion of the value chain that deals with running factories. Managing a million workers would he a colossal undertaking. We'd lose all flexihility; we'd lose our ability to fine-tune and coordinate. So we deliherately leave that management challenge to the individual entrepreneurs we contract with. Our target in working with factories is to take nywhere from 30% to 70% of their production. We want to he important to them, and at 30% we're most likely their largest customer. On the other hand, we need flexibility-so we don't want the responsibility of having them completely dependent on us. And we also benefit from their exposure to their other customers. If we don't own factories, can we say we are in manufacturing? Absolutely. Because, of the 15 steps in the manufactu ring value chain, we prohably do 10. Our basic operating unit is the division. Whenever possible, we will focus an entire division on serving one customer. We may serve smaller customers hrough a division structured around a group of customers with similar needs. We have, for example, a theme-store division serving a handful of customers such as the Warner Brothers stores and Rainforest Cafe. This structuring of the organization around customers is very important – remember that what we do is close to creating a customized value chain for every customer order. So customer-focused divisions are the building hlocks of our organization, and we keep them small and entrepreneurial. They do anywhere from $20 million to $50 million of business. Each is run hy a â€Å"What we do is close to creating customized value chain for every customer order. † / The way Li & Fung is organized is unusual in the industry. Can you describe the link between your organization and your strateg y? Just about every company I know says that they are customer focused. What, in fact, does that mean? Usually it means they design key systems that fit most of their customers, they hope, most of the time. Here we say-and do-something different: We organize for the customer. Almost all the large trading companies with extensive networks of suppliers are organized geographically, with the country units as their profit centers.As a result, it is hard for them to optimize the value chain. Their country units are competing against one another for husiness. HARVARD BUSINESS REVIEW September-October 1998 lead entrepreneur-we sometimes call them â€Å"little John Waynes† because the image of a guy standing in the middle of the wagon train, shooting at all the had guys, seems to fit. Consider our Gymhoree division, one of our largest. The division manager, Ada Liu, and her headquarters team have their own separate office space within the Li & Fung building in Hong Kong. When you wal k through their door, every one of the 0 or so people you see is focused solely on meeting Gymhoree's needs. On every desk is a computer with direct software links to Gymhoree. The staff is organized into specialized teams in such areas as technical support, merchandising, raw material purchasing, quality assurance, and shipping. And Ada has dedicated sourcing teams in our branch offices in China, the Philippines, and Indonesia because Gymboree buys in volume from all those countries. In maybe 5 of our 26 countries, she has her own team, people she hired herself. When she wants to source from, say, India, the branch office helps her get the joh done.In most multinational companies, fights hetween the geographic side of the organization and the product or customer side are legendary – and predictable. From the product side, it's â€Å"How can I get hetter service for my customer? It may be small for you in Bangladesh, hut it's important for my product line globally. † A nd from the country side, it's â€Å"Look, I can't let this product group take unfair advantage of this particular factory, hecause it pro109 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE duces for three other product groups and I'm responsible for our relationships in this country overall. Here's our solution to this classic prohlem: Our primary alignment is around customers and their needs. But to balance the matrix, every productgroup executive also has responsibility for one country. It makes them more sensitive to the prohlems facing a country director and less likely to make unreasonahle demands. Can you tell us more about the role of the little John Waynes? The idea is to create small units dedicated to taking care of one customer, and to have one person running a unit like she would her own company. In fact, we hire people whose main alternative would be to run their own business.We provide them with the financial resources and the administrative support of a hig organization, h ut we give them a great deal of autonomy. All the merchandising decisions that go into coordinating a production program for the customer-which factories to use, whether to stop a shipment or let it go forward-are made at the division-head level. For the creative parts of the business, we want entrepreneurial behavior, so we give people considerable operating freedom. To motivate the division leaders, we rely on substantial financial incentives by tying their compensation directly to the unit's bottom line.There's no cap on bonuses: we want entrepreneurs who are motivated to move heaven and earth for the customer. Trading companies can be run effectively only when they are small. By making small units the â€Å"We think of our divisions as a portfolio we can create and collapse, almost at will. † heart of our company, we have been able to grow rapidly without becoming bureaucratic. Today we have about 60 divisions. We think of them as a portfolio we can create and collapse, a lmost at will. As the market changes, our organization can adjust immediately. What role, then, does the corporate center play?When it comes to financial controls and operating procedures, we don't want creativity or entrepreneurial behavior. In these areas, we centralize and manage tightly. Li &. Fung has a standardized, fully computerized operating system for executing 110 and tracking orders, and everyone in the company uses the system. We also keep very tight control of working capital. As far as I'm concerned, inventory is the root of all evil. At a minimum, it increases the complexity of managing any business. So it's a word we don't tolerate around here. All cash flow is managed centrally through Hong Kong.All letters of credit, for example, come to Hong Kong for approval and are then reissued by the central office. That means we are guaranteed payment before we execute an order. I could expand the company by another 10% to 20% hy giving customers credit. But while we are ver y aggressive in merchandising – in finding new sources, for example-when it comes to financial management, we are very conservative. I understand^ though, that Li & Fung is involved in venture capital. Can you explain how t hat fits in? We've set up a small venture-capital arm, with offices in San Francisco, London, and Brussels, hose primary purpose is corporate development. If you look at a product market grid, Li &. Fung has expertise in sourcing many types of products for many types of retailers, but there are also holes in our coverage. A big piece of our corporate development is plugging those holes-the phrase we use is â€Å"filling in the mosaic† – and we use venture capital to do it. Let's say Li &. Fung is not strong in ladies fashion shoes. We'll have our venture group look for opportunities to buy into relatively young entrepreneurial companies with people who can create designs and sell them but who do not have the ability to source or to finance.Th at's what we bring to the deal. More important, doing the sourcing for the company lets us build presence and know-how in the segment. At the same time, we think it's a good way to enhance our returns. All venture capitalists will tell you that they bring more than money to their investments. In our case, we are ahle to back the companies with our sourcing network. One of our biggest successes is a company called Cyrk. We wanted to fill a hole in our mosaic in the promotional premiums business-clothing or gift items with company logos, for example. We bought a 30% stake in Cyrk for $200,000 in 1990. We ended p doing all the M&M gum hall dispensers with them, but the real coup was a full line of promotional clothing for Philip Morris. After five years, we sold our investment for about $65 million. We're more than happy with our investment results, but our real interest is in corporate developHARVARD BUSINESS REVIEW September-October 1998 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE SUPPL Y CHAIN MANAGEMENT: HOW LI & FUNG ADDS VALUE LI & Fung does the high-value-added front- and back-end tasks in Hong Kong front end design engineering production planning back end quality control testing logistics It organizes the ower-value-added middle stages through its network of 7,500 suppliers, 2,500 of which are active at any one time. raw material and component sourcing ment, in filling in the mosaic. We're not looking to grow by taking over whole companies. We know we can't manage a U. S. domestic company very well because we're so far away, and the culture is different. By hacking people on a minority basis, however, we improve our sourcing strength and enhance our ability to grow existing client relationships or to win new ones. That's real synergy. You've grown substantially both in size and in geographic scope in the last five years.Does becoming more multinational bring any fundamental changes to the company? Since 1993, we've changed from a Hong Kongbased Chinese compan y that was 99. 5% Chinese and probably 80% Hong Kong Chinese into a truly regional multinational with a workforce from at least 30 countries. We used to call ourselves a Chinese trading company. (The Japanese trading companies are very hig, and we wanted to he a big fish in a small pond, so we defined the pond as consisting of Chinese trading companies. ) As we grow, and as our workforce hecomes more nationally diverse, we wonder how Koreans or Indians or Turks will feel bout working for a Chinese multinational. HARVARD BUSINESS REVIEW Septtmber-October 1998 managing production We're torn. We know that if we call ourselves a multinational, we're very small compared to a Nestle or a Unilever. And we don't want to he faceless. We are proud of our cultural heritage. But we don't want it to be an impediment to growth, and we want to make people comfortable that culturally we have a very open architecture. We position ourselves today as a Hong Kong-based multinational trading company. Ho ng Kong itself is hoth Chinese and very cosmopolitan. In five years, we've come a ong way in rethinking our identity. As we grow and become more multinational, the last thing we want to do is to run the company like the big multinationals. You know – where you have a corporate policy on medical leave or housing allowances or you name it. How do you avoid setting policies, a path that would seem inevitable lor most companies? We stick to a simple entrepreneurial principle. For the senior ranks of the company, the mobile executives, we â€Å"encash†-that is, we translate the value of benefits into dollar figures-as much as we can. Cash gives individuals the most fiexihiiity. I annot design a policy to fit 1,000 people, so when UI SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE in doubt we give people money instead. You want a car? You think you deserve a car? We'd rather give you the cash and let you manage the car. You buy it, you service it. The usual multinational solution i s to hire experts to do a study. Then they write a manual on car ownership and hire ten people to administer the manual. If you ask yourself whether you would rather have a package of benefits or its equivalent in cash, m. ayhe you'll say, I don't want such a nice car, hut I'd prefer to spend more money on my home leave.Cash gives individuals a lot more freedom. That's our simplifying principle. month is still doing so this month. The committee of 30 not only shapes our policies hut also translates them into operating procedures we think will he effective in thefield. And then they hecome a vehicle for implementing what we've agreed on when they return to their divisions. There are few businesses as old as trading. Yet the essence of what you do at Li & Fung-managing information and relationships-sounds like a good description of tbe information economy. How do you reconcile the new economy with the old?At one level, Li &. Fung is an information node, fiipping information hetween ou r 350 customers Since you operate in so many countries, do you and our 7,500 suppliers. We manage all that today have to index cash equivalents to local economies? with a lot of phone calls and faxes and on-site visits. That's the guts of the company. Soon we will need Wherever we operate, we follow local rules and hest practices. We do not want uniformity for lower- a sophisticated information system with very open architecture to accommodate different protocols level managers. If they say in Korea, â€Å"We don't rom suppliers and from customers, one rohust want bonuses hut everyhody gets i 6 m onths enough to work in Hong Kong and New York-as salary,† that's the market. What we do would probwell as in places like Bangladesh, where you can't ahly drive the HR department in a multinational crazy. But it works for us: for the top people, we fig- always count on a good phone line. ure out a cash equivalent for henefits, and for the loI have a picture in my mind of the ideal tr ader for cal staff, we follow local hest practices. It's fine if today's world. The trader is an executive wearing e do things differently from country to country. a pith helmet and a safari jacket. But in one hand is a And rememher, we are an incentive-driven commachete and in the other a very high-tech personalpany. We try to make the variable component of computer and communication device. From one compensation as hig as possible and to extend that side, you're getting reports from suppliers in newly principle as far down into the organization as possi- emerging countries, where the quality of the inforhle. That's the entrepreneurial approach. mation may he poor. From the other side, you ight have highly accurate point-of-sale information from the United States that allows you to reAs you spread out geographically, how do you hold plenish automatically. In other words, you're mathe organization together? The company is managed on a day-to-day hasis by neuvering between areas that have a lot of catching the product group managers. Along with the top up to do-you're fighting through the underbrush, so to speak-and areas that are already clearly fomanagement, they form what we call the policy committee, which consists of about 30 people. We cused on the twenty-first century. meet once every five to six weeks.People fly in As the sources of supply explode, managing inforfrom around the region to discuss and agree on polimation becomes increasingly complex. Of course, cies. Consider, for example, the topic of compliwe have a lot of hard data about performance and ance, or ethical sourcing. How do we make sure our ahout the work we do with each factory. But what suppliers are doing the right thing-by our cuswe really want is difficult to pin down; a lot of the tomers' standards and our own-when it comes to most valuable information resides in people's issues such as child lahor, environmental protecheads.What kind of attitude does the owner have? tion, and countr y-of-origin regulations? Do we work well together? How good is their interCompliance is a very hot topic today-as well it nal management? That kind of organizational memory is a lot harder to retain and to share. We should be. Because our inspectors are in and out of see the capturing of such information as the next the factories all the time, we probably have a hetter frontier. You could look at us as a very sophisticated window on the prohlem than most companies. If IT system. So that's the modern side of who we are. we find factories that don't comply, we won't work ith them. However, because there is so much subcontracting, you can't assume that everyone is doWbat about the more traditional side? ing the right thing. That is, you have to make sure In the information age, there is an impersonality that a supplier that was operating properly last that seems to say that all the old-world thoughts 112 HARVARD BUSINESS REVIEW September-October 1998 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE about relationships don't matter anymore. We're all taken with the notion that a bright young guy ean bring his great idea to the Internet, and it's okay if no one knows him from Adam. Right?Maybe. But at the same time, the old relationships, the old values, still matter. I think they matter in our dealings with suppliers, with eustomers, and with our own staff. Right now we're so big, three of our divisions could be seheduling work with the same factory. We could be fighting ourselves for factory capacity. So I'm in the process of creating a database to track systematically all our supplier relationships. We need something that everyone in the company ean use to review the performance history of all our suppliers. One of my colleagues said, â€Å"We'd better guard that with our lives, because if somebody ever ot into our system, they could steal one of the company's greatest assets. † I'm not so worried. Someone might steal our database, but when they call up a supplie r, they don't have the long relationship with the supplier that Li & Fung has. It makes a difference to suppliers when they know that you are dedicated to the business, that you've been honoring your commitments for 90 years. I think there is a similar traditional dimension to our customer relationships. In the old days, my father used to read every telex from eustomers. That made a huge difference in a business where a detail s small as the wrong zipper color could lead to disastrous delays for customers. Today William and I continue to read faxes from customers-certainly not every one, but enough to keep us in personal toucb with our customers and our operations on a daily basis. Through close attention to detail, we try to maintain our heritage of customer service. As we have transformed a family business into a modern one, we have tried to preserve the best of what my father and grandfather created. There is a family feeling in the company that's difficult to describe. We don't care much for titles and hierarchy.Family life and the company's business spill over into each other. When staff members are in Hong Kong to do business, my mother might have tea with their families. Of eourse, as we have grown we have had to change. My mother can't know everyone as she once did. But we hold on to our wish to preserve the intimacies that have been at the heart of our most successful relationships. If I had to capture it in one phrase, it would be this: Think like a big company, act like a small one. A TRADITION OF INNOVATION In the company's early years, Li & Fung dealt in porcelain and other trnditidnal Chinese products, inclLidinK bamboo nd rattan ware, jade and ivory handicrafts-and fireworks. Li ik Funj;'s invention of paper-sealed fireerackers in 1907 to replaee the traditional mudsealed firecracker was a major breakthrough. At that time, the U. S. import duty on firecrackers was hased on weight. The paper-sealed fireeraekers not only ineurred lower unport duti es by being lighter but also eliminated the problem of excessive dust produced by the discharge of the mud-sealed variety. Li &. Fung's paper-sealed manufaeturing process has become the industry's standard. i Is the growing importance of information technology good or bad for your bnsiness?Frankly, I am not unhappy that the business will HARVARD BUSINESS REVIEW September-October 1998 113 SUPPLY CHAIN MANAGEMENT, HONG KONG STYLE be more dependent on information technology. The growing value of dispersed manufaeturing makes us reach even further around the globe, and IT helps us accomplish that stretching of the company. As Western companies work to remain competitive, supply chain management will become more important. Their need to serve smaller niche markets with more frequent changes in products is pushing us to establish new sources in less developed countries.We're forging into newly emerging centers of production, from Bangladesh to Sri Lanka to Madagascar. We're now landing in northern Africa – in Egypt, Tunisia, Morocco. We're starting down in South Africa and moving up to some of the equatorial countries. As the global supply network becomes larger and more far-flung, managing it will require scale. As a pure intermediary, our margins were squeezed. But as the number of supply chain options expands, we add value for our customers by using information and relationships to manage the network. We help companies navigate through a orld of expanded choice. And the expanding power of IT helps us do that. So the middle where we operate is broadening, making what we do more valuable and allowing us to deliver a better product, which translates into better prices and better margins for our customers. In fact, we think export trading is not a sunset industry but a growth business. Was the professional management training you and William brought with you from the United States helpful in running an Asian family business? It's an interesting question. For m y first 20 years with the company, I had to put aside-unlearn, in act-a lot of what I had learned in the West about management. It just wasn't relevant. The Li & Fung my grandfather founded was a typical patriarchal Chinese family conglomerate. Even today, most companies in Asia are built on that model. But a lot has changed in the last five years, and the current Asian financial crisis is going to transform the region even more. Now, instead of managing a few relationshipsthe essence of the old model-we're managing large, complex systems. It used to be that one or two big decisions a year would determine your success.In the 1980s, for example, many of the Asian tycoons were in asset-intensive businesses like real estate and shipping. You would make a very small number of very big decisions-you would acquire a piece of land or decide to build a supertanker-and you were done. And access to the deals depended on your connections. 114 The Li & Fung of today is quite different from the company my grandfather founded in 1906. As it was in a lot of family companies, people had a sense over the years that the company's purpose was to serve as the family's livelihood. One of the first things William and I did was to persuade my father o separate ownership and management by taking the company puhlic in 197 3. When our margins were squeezed during the 1980s, we felt we needed to make dramatic changes that could best be done if we went back to being a private company. So in 1988, we undertook Hong Kong's first management buyout, sold off assets, and refocused the company on its core trading business. Later we took our export trading business public again. I'm sure some of our thinking ahout governance structure and focus was influenced by our Western training. But I'm more struck by the changes In the company's decision making.Right now in this building, we probably have 50 buyers making hundreds of individual transactions. We're making a large number of small decisions instead of a small number of big ones. I can't be involved in all of tbem. So today I depend on structure, on guiding principles, on managing a system. Of course, I think relationships are still important, but I'm not managing a single key relationship and using it to leverage my entire enterprise. Instead, I'm running a very focused business using a systems approach. That's why I say that in the last five years, everything I learned in business school has come to matter. Li &