Psychology Is It Effective - 1014 Words

On Psychiatry: Is it Effective? It is common to not completely understand the difference between psychiatry and psychology. To clear up the confusion, psychology is the study of the functions of the human brain, while psychiatry is the study and diagnosis of mental disorders. Mental disorders are â€Å"a clinically significant behavioral or psychological syndrome or pattern that occurs in an individual and that is associated with present distress or disability or with a significantly increased risk of suffering death, pain, disability, or an important loss of freedom† (The New Definition of a Mental Disorder). With this knowledge given and the stereotypes that is often prevailed, (Some examples of said stereotypes are that a psychiatrist would†¦show more content†¦Not in the slightest. Psychiatry, at its early stage, was considered a â€Å"soft-science†, since the diagnosing of patients was based on inferring, observation, and the doctors’ assumptions. Now, due to the development and improvement of magnetic resonance imaging (MRI) scanning to the brain, statistics, and strict and rigorous criteria of diagnosing patients, the study of psychiatry has been dubbed a â€Å"hard-science† (Psychiatry). An example of an MRI (magnetic resonance image) to a patient’s brain. There are many tests and procedures a psychiatrist has to follow to diagnose someone with a mental illness, such as when a doctor wants to test someone for schizophrenia. To be diagnosed with this mental disorder, the symptoms must match the ones stated in the DSM, or the Diagnostic and Statistical Manual of Mental Disorders. These symptoms include extremely disorganized speech or conduct, the lack of ability to act or function normally, having hallucinations, demonstrating delusional demeanor, and/or dazed/coma-like or extreme hyperactive behavior, which is also called catatonic behavior (Schizophrenia). To test someone for this illness, the patient will have to go through lab tests, such as complete blood count (CBC), other blood tests, alcohol and drug screenings, and sometimes the psychiatrist calls for an MRI or CT (also known as a CAT) scan. All this taken into account, it is

The Return Midnight Chapter 29 Free Essays

â€Å"Oi!†Damon shouted from outside the palanquin. â€Å"Is anybody else looking at this?† Elena was. Both Stefan and Bonnie had their eyes shut; Bonnie was wrapped in blankets and cuddled against Elena. We will write a custom essay sample on The Return: Midnight Chapter 29 or any similar topic only for you Order Now They had rol ed down al the curtains of the palanquin except one. But Elena had watched through the single window, and had seen how tendrils of fog had begun drifting by, first just filmy tatters of mist, but then longer, ful er veils, and final y blankets, engulfing them whole. It seemed to her that they were being deliberately cut off from even the perilous Dark Dimension, that they were passing a border into a place they weren’t meant to know about, much less enter. â€Å"How do we know we’re going in the right direction?†Elena shouted to Damon after Stefan and Bonnie woke. She was glad to be able to talk again. â€Å"The thurgs know,†Damon cal ed back. â€Å"You set them on a line and they walk that line until somebody stops them, or – â€Å" â€Å"Or what?†Elena yel ed out of the opening. â€Å"Until we get to a place like this.† This was obviously bait, and neither Stefan nor Elena could resist taking it – especial y when the thurg they were riding stopped. â€Å"Stay here,†Elena said to Bonnie. She pushed a curtain out of the way and found herself looking too far down at white ground. God, these thurgs were big. The next moment, though, Stefan was on the ground holding up his arms. â€Å"Jump!† â€Å"Can’t you come up and float me?† â€Å"Sorry. Something about this place inhibits Power.† Elena didn’t give herself time to think. She launched into the air and Stefan caught her neatly. Spontaneously, she clung to him, and felt the familiar comfort of his embrace. Then he said, â€Å"Come look at this.† They had reached a place where the land ended and the mist divided, like curtains being held to either side. Directly in front of them was a frozen lake. A silvery frozen lake, almost perfectly round in shape. â€Å"Lake Mirror?†Damon said, cocking his head to one side. â€Å"I always thought that was a fairy tale,†Stefan said. â€Å"Welcome to Bonnie’s storybook.† Lake Mirror formed a vast body of water in front of them, frozen right into the ice sheet below her feet, or so it seemed. It did look like a mirror – a purse mirror after you’d breathed softly on it. â€Å"But the thurgs?†Elena said – or rather whispered. She couldn’t help whispering. The silent lake pressed on her, as did the lack of any kind of natural sound: There were no birds singing, no rustling in the bushes – no bushes! No trees! Instead, just the mist surrounding the frozen water. â€Å"The thurgs,†Elena repeated in a slightly louder voice. â€Å"They can’t possibly walk on that!† â€Å"Depends on how thick the lake ice is,†Damon said, flashing his old 250-kilowatt smile at her. â€Å"If it’s thick enough, it’l be just like walking on land for them.† â€Å"And if it isn’t?† â€Å"Hmm†¦Do thurgs float?† Elena gave him an exasperated glance and looked at Stefan. â€Å"What do you think?† â€Å"I don’t know,†he said doubtful y. â€Å"They’re very large animals. Let’s ask Bonnie about the kids in the fairy tale.† Bonnie, Stillwrapped in fur blankets that began col ecting chunks of ice as they dragged on the ground, looked at the lake grimly. â€Å"The story didn’t go into detail,†she said. â€Å"It just said that they went down, down, down, and that they had to pass tests of their courage and – and – wittiness – before they got there.† â€Å"Fortunately,†Damon said, smiling, â€Å"I have large enough amounts of both to make up for my brother’s entire lack of either – â€Å" â€Å"Stop it, Damon!†Elena burst out. The moment she’d seen the smile, she’d turned to Stefan, pul ed him down to her height, and begun kissing him. She knew what Damon would see when he turned back toward them – her and Stefan locked in an embrace, Stefan hardly aware of anything being said. At least they could Stilltouch with their minds. And it was intriguing, Elena thought, Stefan’s warm mouth when everything else in the world was cold. She looked quickly at Bonnie, to make sure she hadn’t upset her, but Bonnie was looking quite cheerful. The farther I seem to drive Damon away, the happier she is, Elena thought. Oh, God†¦this is a problem. Stefan spoke up quietly. â€Å"Bonnie, what it comes down to is that it has to be your choice. Don’t try to use courage or wit or anything except your inner feelings. Where do we go?† Bonnie glanced back at the thurgs, then looked at the lake. â€Å"That way,†she said, without hesitation, and she pointed straight across the lake. â€Å"We’d better carry some of the cooking stones and fuel and backpacks with iron rations in them,†Stefan said. â€Å"That way, if the worst happens, we’l Stillhave basic supplies.† â€Å"Besides,†said Elena, â€Å"it’l lighten that thurg’s load – if only by a little.† It seemed a crime to put a backpack on Bonnie, but she insisted. Final y, Elena arranged one fil ed entirely with the warm, curiously light fur clothes. Everyone else was carrying furs, food, and poop – the dried animal dung that would from now on be their only fuel. It was difficult from the first. Elena had only had a couple of experiences with ice that she had reason to be wary of – but one of those had almost been disastrous for Matt. She was ready to jump and whirl at any crack – any sound that the ice was breaking. But there were no cracks; no water flowing up to slosh onto her boots. The thurgs were the ones who seemed actual y built for walking on frozen water. Their feet were pneumatic, and could spread out to almost half again their original size, avoiding putting too much pressure on any one section of ice. Crossing the lake was slow, but Elena didn’t see anything particularly deadly about it. It was simply the smoothest, slickest ice she had ever encountered. Her boots wanted to skate. â€Å"Hey, everybody!†Bonnie was skating, exactly as if she were in a rink, backward and forward and sideways. â€Å"This is fun!† â€Å"We’re not here to have fun,†Elena shouted back. She longed to try it herself, but was afraid to make cuts – even scuffs – in the ice. And beside that, Bonnie was expending twice as much energy as she needed to. She was about to cal out to Bonnie and tel her this, when Damon, in a voice of exasperation, made al the points she had thought of, and a few more. â€Å"This isn’t a pleasure cruise,†he said shortly. â€Å"It’s for the fate of your town.† â€Å"As if you care,†Elena murmured, turning her back on him and touching the unhappy Bonnie’s hand both to give comfort and to get them going at arm’s length again. â€Å"Bonnie, do you sense anything magical about the lake?† â€Å"No.†But then Bonnie’s imagination seemed to fly into high gear. â€Å"But maybe it’s where the mystics from both dimensions al gathered to exchange spel s. Or maybe it’s where they used the ice like a real magic mirror to see faraway places and things.† â€Å"Maybe both of them,†Elena said, secretly amused, but Bonnie nodded solemnly. And that was when it came. The sound Elena had been waiting for. Nor was it a distant booming which could be ignored or discussed. They had been walking at arm’s length from one another to avoid stressing the ice, while the thurgs walked behind them, and to either side – like a flock of geese with no leaders. This noise was a dreadful y near crack like the report of a gun. Immediately, it sounded again, like a whiplash, and then a crumbling. It was to Elena’s left, on Bonnie’s side. â€Å"Skate, Bonnie,†she shouted. â€Å"Skate as fast as you can. Scream if you see land.† Bonnie didn’t ask a single question. She took off like an Olympic speed skater in front of Elena, and Elena swiftly turned. It was Biratz, the thurg Bonnie had asked Pelat about. She had one monstrous back leg in the ice, and as she struggled, more ice cracked. Stefan! Can you hear me? Faintly. I’m coming for you. Yes – but only come as close as you need to Influence the thurg. Influence the – ? Make her calm, put her out, whatever. She’s ripping up the ice and it’ll just make it harder to get her out! This time there was a pause before Stefan’s answer came. She knew though, by faint echoes, that he was talking telepathical y with someone else. All right, love, I’ll do it. I’ll take care of the thurg, too. You follow Bonnie. He was lying. Or, not lying, but keeping something from her. The person he’d been sending thoughts to was Damon. They were humoring her. They didn’t mean to help at all. Just at that moment she heard a shril scream – not so far away. It was Bonnie in trouble – no! Bonnie had found land! Elena didn’t lose another second. She dumped her backpack on the ice and skated straight back to the thurg. There it was, so huge, so pathetic, so helpless. The very thing that had kept it safe from other Godawful Hel acious monsters in the Dark Dimension – its great bulk – was now turned against it. Elena felt her chest tighten as if she were wearing a corset. Even as she watched, though, the animal became calmer. She stopped trying to get her left hind leg out of the ice, which meant that she stopped churning up the ice around it. Now Biratz was in a sort of crouching position, trying to keep her three dry legs from going under. The problem was that she was trying too hard, and that there was nothing to push against except breakable ice. â€Å"Elena!†Stefan was within earshot now. â€Å"Don’t get any closer!† But even as he said it, Elena saw a Sign. Just a few feet away, lying on the ice was the tickle-prod that Pelat had used to get the thurgs going. She picked it up as she skated by and then she saw another Sign. Reddish hay and the original covering for the hay – a giant tarpaulin – were lying behind the thurg. Together they formed a broad wide path that was neither wet nor slick. â€Å"Elena!† â€Å"This is going to be easy, Stefan!† Elena pul ed a pair of dry socks out of her pocket and drew them up over her boots. She fastened the tickle stick to her belt. And then she started the run of her life. Her boots were fur with something like felt underneath and with the socks to aid them, they caught on the tarpaulin and propel ed her forward. She leaned into it, vaguely wishing Meredith were here, so she could do this instead, but al the time getting closer. And then she saw her mark: the end of the tarp and beyond it floating chunks of ice. But the thurg looked climbable. Very low in back, like a dinosaur halfway into a tar pit, but then rising up along the curved backbone. If she could just somehow land there†¦ Two steps til jump-off. One step til jump-off. JUMP! Elena pushed off with her right foot, flew through the air for an endless time, and – hit the water. Instantly, she was soaked from head to foot and the shock of the icy water was unbelievable. It caught hold of her like some monster with a handful of jagged ice shards. It blinded her with her own hair, it squeezed al the sound out of the universe. Somehow, clawing at her face, she freed her mouth and eyes from hair. She realized that she was only slightly below the surface of the water, and that was al she needed to push upward until her mouth broke the surface and she could suck in a lungful of delicious air, after which she had a coughing fit. First time up, she thought, remembering the old superstition that a drowning person wil rise three times and then sink forever. But the strange thing was that she wasn’t sinking. There was a dul pain in her thigh but she wasn’t going under. Slowly, slowly, she realized what had happened. She had missed the back of the thurg, but landed on its thick reptilian tail. One of the serrated fins had gashed her, but she was stable. So†¦now†¦al I have to do is climb the thurg, she puzzled out slowly. Everything seemed slow because there were icebergs bobbing around her shoulders. She put up a fur-lined gloved hand and reached for the next fin up. The water, while making her soaking clothes heavier, supported some of her weight. She managed to pul herself up to the next fin. And the next. And then here was the rump, and she had to be careful – no more footholds. Instead she grabbed for handholds and found something with her left hand. A broken strap from the hay carrier. Not a good idea – in retrospect. For a few minutes that qualified as among the worst in her life she was showered with hay, pounded with rocks, and smothered in the dust of old dung. When it was final y over she looked around, sneezing and coughing, to find that she was Stillon the thurg. The tickle stick had been broken but enough remained for her to use. Stefan was frantical y asking, both aloud and by telepathy, if she was All right. Bonnie was skating back and forth like a Tinker Bel guide, and Damon was cursing at Bonnie to get back to land and stay there. Meanwhile Elena was inching up the rump of the thurg. She made it through the crushed supply basket. She final y reached the thurg’s summit, and she settled just behind the domed head, in the seat where a driver would sit. And then she tickled the thurg behind the ears. â€Å"Elena!†Stefan shouted, and then Elena, what are you trying to do? â€Å"I don’t know!†she shouted back. â€Å"Trying to save the thurg!† â€Å"You can’t,†Damon interrupted Stefan’s answer in a voice as cold and Stillas the place they were in. â€Å"She can make it!†Elena said fiercely – precisely because she herself was having doubts about whether the animal could. â€Å"You could help by pul ing on her bridle.† â€Å"There’s no point,†Damon shouted, and turned about-face, walking quickly into the mist. â€Å"I’l give it a try. Throw it out in front of her,†Stefan said. Elena threw the knotted bridle as hard as she could. Stefan had to run almost to the edge of the ice to grab it before it fel in. Then he held it aloft triumphantly. â€Å"Got it!† â€Å"Okay, pul ! Give her a direction to start in.† â€Å"Wil do!† Elena tapped Biratz again behind her right ear. There was a faint rumble from the animal and then nothing. Elena could see Stefan straining at the bridle. â€Å"Come on,† Elena said, and slapped sharply with the stick. The thurg lifted up a giant foot, placed it farther on the ice, and struggled. As soon as she did, Elena smacked hard behind the left ear. This was the crucial moment. If Elena could keep Biratz from crushing al the ice between her back legs, they might have a chance. The thurg tentatively lifted her left hind leg and stretched it until it made contact with the ice. â€Å"Good, Biratz! Now! â€Å"Elena shouted. Now if Biratz would only surge forward†¦ There was a great upheaval underneath her. For several minutes Elena thought that perhaps Biratz had broken through the ice with al four legs. Then the thrashing changed to a rocking motion and suddenly, dizzyingly Elena knew that they had won. â€Å"Easy, now, easy,†she cal ed to the animal, giving her a gentle tickle with the stick. And slowly, ponderously, Biratz moved forward. Her domed head drooped farther and farther as she went, and she foundered at the edge of a bank of mist, breaking the ice again. But there she only sank a few inches before meeting mud. A few more steps and they were on solid ground. Elena had to suck in her breath to stifle a scream as the thurg’s domelike head slumped, giving her a short and scary ride to where the tusks re-curved on themselves. Somehow she slid right between them and had to hastily scramble off Biratz’s trunks. â€Å"It was pointless, you know, doing that,†Damon said from somewhere in the mist beside her. â€Å"Risking your own life.† â€Å"What d-do you mean p-pointless?†Elena demanded. She wasn’t frightened; she was freezing. â€Å"The animals are going to die anyway. The next trial is one they can’t manage and even if they could, this isn’t a place where anything grows. Instead of a quick clean death in the water, they’re going to starve, slowly.† Elena didn’t answer; the only answer she could think of was, â€Å"Why didn’t you tel me earlier?†She had stopped shivering, which was a good thing, because a moment ago her body had felt as if she might shake herself apart. Clothes, she thought vaguely. That was the problem. It certainly couldn’t be as cold here in the air as it had been in that water. It was her clothes that were making her so cold. She began, with numb fingers, to take them off. First, she unfastened her leather jacket. No zippers here: buttons. That was a real problem. Her fingers felt like frozen hot dogs, and only nominal y under her direction. But somehow or other she managed to undo the fastenings and the leather dropped to the ground with a muffled thump – it had taken a layer of her inner fur off with it. Ick. The smel of wet fur. Now, now she had to – But she couldn’t. She couldn’t do anything because someone was holding her arms. Burning her arms. Those hands were annoying, but at least she knew who they belonged to. They were firm and very gentle but very strong. Al that added up to Stefan. Slowly, she raised her dripping head to ask Stefan to stop burning her arms. But she couldn’t. Because on Stefan’s body there was Damon’s head. Now that was funny. She’d seen a lot of things that vampires could do, but not this swapping heads business. â€Å"Stefan-Damon – please stop,†she gasped between hysterical whoops of laughter. â€Å"It hurts. It’s too hot!† â€Å"Hot? You’re frozen, you mean.†The deft, searing hands were rubbing up and down her arms, pushing back her head to rub her cheeks. She let it happen, because it seemed to be only sense that if it was Damon’s head, they were Stefan’s hands. â€Å"You’re cold but you’re not shivering?†a grim Damon-voice said from somewhere. â€Å"Yes, so you see I must be warming up.†Elena didn’t feel very warmed up. She realized that she Stillhad on a longer fur garment, one that reached to her knees under her leather breeches. She fumbled with her belt. â€Å"You’re not warming up. You’re going into the next stage of hypothermia. And if you don’t get dry and warm right now, you’re going to die.†Not roughly, he tilted her chin up to look into her eyes. â€Å"You’re delirious now – can you understand me, Elena? We need to really get you warm.† Warm was a concept as vague and faraway as life before she had met Stefan. But delirious she understood. That was not a good thing. What to do about it except laugh? â€Å"All right. Elena, just wait for a moment. Let me find – â€Å"In a moment he was back. Not quick enough to stop her from unwrapping the fur down to her waist, but back before she could get her camisole off. â€Å"Here.†He stripped off the damp fur and wrapped a warm, dry one around her, over her camisole. After a moment or two she began to shiver. â€Å"That’s my girl,†Damon’s voice said. It went on: â€Å"Don’t fight me, Elena. I’m trying to save your life. That’s al . I’m not going to try to do anything else. I give you my word.† Elena was bewildered. Why should she think that Damon – this must be Damon, she decided – would want to hurt her? Although he could be a bastard sometimes†¦ And he was taking off her clothes. No. That shouldn’t be happening. Definitely not. Especial y since Stefan must be somewhere around. But by now Elena was shivering too hard to talk. And now that she was in her underwear, he was making her lie down on furs, tucking other furs around her. Elena didn’t understand anything that was happening, but it was al starting not to matter. She was floating somewhere outside herself, watching without much interest. Then another body was slipping in under the furs. She snapped back from the place she had been floating. Very briefly she got a look at a bare chest. And then a warm, compact body slid into the makeshift sleeping bag with her. Warm, hard arms went around her, keeping her in contact al over her body. Through the mist she vaguely heard Stefan’s voice. â€Å"What the hell are you doing?† How to cite The Return: Midnight Chapter 29, Essay examples

Disney free essay sample

Licensing gives a more diverse way of looking at the different markets where the Disney label may be placed. Take for instance the Disney in Hong Kong would be much different from the Disney in Florida or Anaheim. Culturally the differences would be tremendous; everything from food and clothing, to gifts and merchandise would be significantly different. If Disney were to franchise out internationally the parks would be almost the same everywhere which may not work in some markets because of the differences that are prevalent. Franchising is not something that Disney wants because they still want to be involved in areas like distribution and promotion, where with franchising their role in those areas would be limited. Licensing is the best option for Disney for international expansion because it allows them more options to be successful in whatever market they chose. Our nation’s unfavorable trade balance with China impacts the U. Furthermore, it is only through the diversification in branding that Disney has grown simply because the children’s brand is comparatively limited in terms of the target emographic. It is also the same diversity that minimizes the systemic risk involved with operating in too narrow of a portfolio. Disney’s Current Published Mission Statement Walt Disney’s does not have a published vision statement. However, their current mission statement can be found on their website (The Walt Disney Company, n. d. ). The current mission statement reads as follows: 3 DISNEY CASE ANALYSIS The mission of The Walt Disney Company is to be one of the worlds leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world. The mission statement is subject to criticism and seems almost as if it is outdated. For example, Walt Disney is already one of the world’s leading producers of the goods and services it markets. Therefore, there is no direction or purpose inherent in this statement other than the maintenance of its current position. Furthermore, Disney’s Media Networks accounts for the largest revenue generator (43%) among different SBUs. However, it almost seems as if the role of information provider is somewhat downplayed by the restating of their dedication to entertainment in the second part of the mission statement. With these criticisms in mind, an updated version of the mission statement will be proposed. Proposed Mission and Vision The proposed mission statement for the company is slightly lengthier but retains the overall composition of the current statement with slight alterations to incorporate the points mentioned. The proposed statement reads as follows: The mission of The Walt Disney Company is to be the largest and most trusted producer and provider of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we will become the most responsive and adaptable to serve the needs of the consumers’ in our target markets. We will maintain our integrity and adhere to the core values upon which our company was founded as we create the most innovative and profitable entertainment experiences, most reliable and relevant informational services, and related products in the world. DISNEY CASE ANALYSIS It is also important to consider the fact that Disney’s diversity prohibits the possibility of creating an encompassing mission statement for all of its various activities. This undoubtedly reduces the possibility that a vision statement could successfully align all of the different divisions. Consequently, this may be the primary reason why the company does not have a published vision statement. Disney’s main competitor, Time Warner, has an even less substantial published statement. As opposed to a conventional mission statement, Time Warner publishes a list of core values (Time Warner Corporate, n. . ). The diversity of these companies would only make such statements relevant at the divisional level. Disney’s External Threats and Opportunities The individual external threats to Walt Disney are equally as diversified as the company itself. However, one of the greatest potential risks to the overall aspirations of the company is rooted in the protection of its brand(s) image and credibility. The incredible history of the Walt Disney Company and its positive reputation are deeply engrained within the United States’ cultural heritage and as well as around the world. This is also evident in the fact that Walt Disney’s balance sheet boasts exorbitant amounts of intangible assets and goodwill. According to the company’s balance sheet in 2007, Disney accounted for over 24 billion dollars in intangible assets. Intangible assets are inherently more subject to risks than more traditional assets. Therefore, a balance must be achieved that embraces diversity in branding but also maintains a healthy risk adversity to any potential threats to its brand(s) integrity. Competitive Profile Matrix The Competitive Profile Matrix has been applied to Walt Disney and how they rate with regards to their closest competitor, Time Warner. Although this method of analysis provides some insights to the competitive landscape, it must be noted that the two competitors do not operate along the same lines. Disney has carved out its own niche position 5 DISNEY CASE ANALYSIS over the years and it operates through a unique portfolio that only directly competes with Time Warner on one front, the Media Network. Therefore, this analysis should only be considered on a superficial level as it may not accurately represent the state of competition between the said companies. 6 Critical Success Factors Weight Walt Disney Advertising 0. 2 Product Quality 0. 1 Price Competiveness 0. 1 Management 0. 1 Financial Position 0. 15 Customer Loyalty 0. 1 Global Expansion 0. 2 Market Share 0. 05 Total 1 Weighted Time Warner Weighted 4 0. 8 3 0. 6 2 0. 2 3 0. 3 2 0. 2 2 0. 2 4 0. 4 3 0. 3 4 0. 6 4 0. 6 4 0. 4 3 0. 3 3 0. 6 3 0. 6 3 0. 15 4 0. 2 3. 35 3. 1 Table 1. External Factor Evaluation DISNEY CASE ANALYSIS Key External Factors Opportunities New Market Segments New Global Markets New Attractions for Theme Parks Movie Opportunities New Media Channels Web Opportunities Inventory Management Product/Service Versioning Threats Fierce Competition for all SBUs Maintaining Product Differentation Recession Controlling Intellectual Properties Maintaining Brand Image Embedded within US Culture Activists - ­? Reli gious, Animal, Sexual Content Weight 0. 08 0. 1 0. 05 0. 1 0. 1 0. 04 0. 03 0. 04 Rating 0. 1 0. 05 0. 06 0. 08 0. 1 0. 04 0. 03 1 Table 2. Weighted Score 4 0. 32 2 0. 2 3 0. 5 3 0. 3 4 0. 4 2 0. 08 3 0. 09 3 0. 12 0 0 3 0. 3 3 0. 15 2 0. 12 3 0. 24 3 0. 3 2 0. 08 1 0. 03 2. 88 Disney’s External Factor Evaluation reveals that the organization operates within an incredibly complex environment, yet, it has a plethora of opportunities. These opportunities can be generally reduced into one of two activities; they vertically expand into new market segments or horizontally expand into new markets all together. The opportunities also generally require an innovative approach to manifest their success, in which Disney has rich supply of historical examples. The major threats that Disney faces include protecting their intellectual properties, especially in the Studio Entertainment division, as well as threats generated by an economic downturn. Most of Disney’s products and services are priced at a premium and therefore subject to risk in a recessionary period. Another major threat is the fierce level of competition that each SBU faces independently. There are several competitors in the Theme Park industry DISNEY CASE ANALYSIS but when it comes to movies and television, the number of rivals are too numerous to even mention. Disney’s Internal Strengths and Weaknesses Disney’s internal strengths are composed mainly of the company’s innovative leveraging of its financial prowess and tremendous brand recognition to move vertically and horizontally into new markets. Innovation has been at the core of Disney’s organizational culture virtually from day one. The fact that their portfolio is so diversified also offers the company substantial advantages in terms of risk mitigation. Consequently, this offers a layer of protection against any macroeconomic turbulence. One major weakness that Disney is currently facing is the return on investments allocated to the Studio Productions. This is undoubtedly a consequence of piracy in the movie industry. The case mentions the loss of income generated in terms of the required investment as a major concern for the company. Disney’s diversity offers a competitive advantage in the movie industry when compared to other production firms that only operate in that one particular industry. However, the loss of the profit margins that movies once generated is a troubling predicament for management. 8 DISNEY CASE ANALYSIS Internal Factor Evaluation 9 Key Internal Factors Strengths Targeted (SBU) Approach Diversified Portfolio Inventory Reduction Cable/Satillite Growth Innovative On- ­? Demand Products Successful Version Efforts Weaknesses Studio Entertainment ROI Control Over SBUs Complicated Theme Park Growth Strategy Product Differentation Table 3. Weight Rating 0. 14 0. 1 0. 07 0. 11 0. 09 0. 08 0. 1 0. 12 0. 06 0. 13 1 4 4 3 3 3 2 2 3 2 2 Weighted Score 0. 56 0. 4 0. 21 0. 33 0. 27 0. 16 0 0. 2 0. 36 0. 12 0. 26 2. 87 SWOT Analysis As previously mentioned, the diversity of the Walt Disney Company holdings makes many traditional forms of analyses irrelevant at the corporate level. One of the primary advantages of the SBU structure is that it allows the individual divisions to tailor their strategies to fit the needs of their specific market. For example, a Porter’s Five Forces analysis would include a barrier to entry force which could only be accurately constructed for each individual market where the corporation operates in. Trying to encompass the vastness of operations into a single organizational strategy requires a very broad and generalized vantage point. To achieve this, a simple SWOT analysis is conducted to maintain the perspective required in compiling the effects of diversity into a single analysis. Strengths Stable Revenue and Profit Growth Diversified Portfolio Tremendous Brand Recognition DISNEY CASE ANALYSIS Responsiveness to Markets Substantial Asset Holdings Weaknesses Top Tier Management Turnover Redundancy in Business Functions Due to SBU Structure Inclusion of High-Risk Investments in Holdings Lack of Corporate Control over Divisions Growth Barriers in Theme Parks Opportunities Continued Growth through Further Diversification New Markets Available for Expansion (Foreign Opportunities) Potential for Enhanced Web Presence Further Penetration of Target Markets through Versioning Knowledge Management-Information Transfer Threats Loss of Control over SBUs Recession Negative Publicity Fierce Competition Poorly Integrated Acquisitions Recommended Strategies and Objectives The recommended strategies for the Walt Disney Company are composed of initiatives on two separate fronts. First SBUs must continue to strengthen operations by identifying new opportunities in the current target markets. This recommendation lies squarely in the skill set of management and there are several examples of innovation that have already been implemented. Such examples include the investment in video on demand technology with Cox Communications and the new attractions that are being planned for the theme parks. However, the most striking example of innovative ideas is Disney’s real estate venture that takes their â€Å"magic† to a whole new level. In this case, Disney successfully 10 DISNEY CASE ANALYSIS leveraged its incredible brand recognition in the real estate market by creating communities with their image marketing theme coupled with their branding, and consequentially adding value to the consumer. The initial phase of this project was a success, selling over 6,000 homes at a premium, and further communities are now in the works (Reso, 2010). This type of innovative leveraging of the Disney brand represents the second strategy recommendation. Their endeavors into new markets, both in and out of the SBU structure, must maintain Disney’s values and be fully compatible with either their entertainment niche or also possibly along the informational divisions. Another example that falls within the traditional SBU structure with regards to growth through acquisition that has proven successful is Disney’s acquisition of Pixar Entertainment (La Monica, 2006). This move was completely in line with Disney’s strong roots in animation and not only acted to benefit that individual SBU, but also strengthened the brand as a whole. Also, they now have veteran innovator in the form of Steve Jobs on the board since Jobs was the CEO of Pixar. Strategy Implementation For 2008, to continue its growth ambitions, Disney must continue its innovative developments from within the traditional SBU structure. Moreover, it must scan for opportunities, such as the real estate venture, which lie outside the traditional hierarchy. To achieve this growth, Disney Corporate must not only foster the culture of innovation that builds from a bottom up approach through the SBU hierarchy. In fact, it must also be innovative itself in identifying new opportunities. This requires a corporate project coordination team that will engage in projects management until the point when the project has been integrated into the SBUs or when it becomes a standalone SBU in the future. To maintain the level of innovation already exhibited in the SBUs, Disney must constantly revitalize the organization so that the culture does not become stagnant at any point. This will translate into giving them the room needed for creativity, and also providing 11 DISNEY CASE ANALYSIS incentives and rewarding the most successful cases. Walt Disney himself had a pretty unique system to generate creativity (Mycoted, n. d. ). It is important that the acquired conglomeration of separate activities not lose sight of such a foundation in the face of the pressures produced from the modern business environment. With the goal of innovation implemented through acquisitions and new projects and a new division to house a project management team and acquisition team, acquisitions generally lie within the realm of specialized project management so the group can simply be referred to as the project management coordination office. The project management team will work to inject the field’s best practices into both the SBUs’ projects as well as into the corporate projects. The role of the team is to coordinate and monitor projects without stifling any creativity from the project team. Research shows that projects, when utilizing project management best practices, are vastly more successful. It is difficult to forecast how much revenue this will generate but it can be compared to the current growth in net profits. 12 Net Income in Millions 2004 2345 % Growth 2005 2533 8. 2% 2006 3374 33. 20% 2007 4687 38. 92% Target 2008 6561. 8 40% 2009 9186. 52 40% 2010 12861. 13 40% Table 4. Between 2004 and 2007, Disney has experienced a tremendous growth in net income. To maintain such exponential growth rate is unconceivable so the target growth rate is set slightly higher than the increase since the rate of increased profitability is already almost unfathomable. DISNEY CASE ANALYSIS The project coordination team should budget no less than 20 million in 2008 and allow a 10 percent growth in salaries per year. Since the target rate of return is now set at 40 percent, the net present value of this expenditure can now be calculated. 13 Project Coordination Division Costs Cost in Millions 2008 20 NPV Cost $34. 33 2009 22 2010 24. 2 Table 5. Therefore, the expenditure would be justified if the project coordination team succeeds in maintaining the current growth. Another advantage to centralizing the project process would be that the net present values could compare among all the divisions. For example, the project return threshold point should obviously be 40 percent. However, if a certain project in a SBU is 80 percent while another is 50 percent, then both would be worthwhile, but a centralized team could prioritize the funding based on the projected returns. SimplifiedConsolatedIncome Statementw/CentralizedProjectCoordination(InMilions) 2004 2005 2006 2007 2008 2009 2010 Revenues 30752 31944 34285 35510 37681. 8 40908. 52 45135. 33 CostsExpenses 26704 27837 28807 28729 29000 29500 30000 OtherExpensesTaxes 1703 1574 2104 2094 2100 2200 2250 ProjectCoordination 0 0 0 0 20 22 24. NetIncome 2345 2533 3374 4687 6561. 8 9186. 52 12861. 13 Table 6. DISNEY CASE ANALYSIS Annual Objectives and Policies The annual objectives and policies proposed consist of identifying opportunities for acquisition or entering into a new market, creating a project team to capture the opportunity, and moving into operations management among various time intervals. This proposal recommends that the project portfolio be evaluated quarterly. Each separate SBU should, for the most part, have freedom to decipher the projects scope, schedule and budget while a corporate team also leads initiatives that fall outside of the realm of the traditional SBU structure. The centralized project coordination office will then have the ability to compare the proposed net present value (or other chosen metrics) among all projects across the traditional divisional lines to make sure that the projects with the greatest benefits secure funding and all projects follow a set of best practices. Centralization of this unit also opens the doors to creating a knowledge management base that can also be shared across divisional lines. The key advantages of this method are: Retain corporate control over acquisitions and projects Allow the SBUs freedom for creativity while maintaining functional efficiencies Maintain aggressive profit growth by funding projects with the greatest NPV It is recommended that the project coordination team be developed to maintain project management best practices without being overly intrusive to the project’s objectives. Also, acquisitions must be monitored as well since these will represent a bulk of the company’s growth strategy. Subsequently, change management practices must be adhered to during such integrations. Disney must also be cognizant of the corporate culture that is subject to any acquisition to ensure that integration does not come with insurmountable resistance. Timeline for Integration of Project Coordination Office Year One Q1 Acquire Top Talent in Project Management and Acquisitions 14

Killer Whales Essays (1605 words) - Biota, Megafauna, Apex Predators

Killer Whales Whales are giant creatures that live in the sea. They look like fish, but are not. Whales belong to the group of animals called mammals. Whales belong to the group of mammals called cetaceans, which comes from a Latin word meaning large sea animal. There are two major groups of whales. The first group is mysticeti (baleen whales), and the other isodontoceti (toothed whales). In the group odontoceti, there is a family of whales called delphinidae (dolphins and small toothed whales). In this report, I will focus on a species of whale that comes from this family, and that species is the killer whale, or also known as orcinus orca, or just orca. The largest and most striking of the dolphin family, the killer whale is one of the most fearsome predators of the deep. Killer whales are basically the same shape as fish, but they differ in many ways. One of the most obvious differences is the tail fin. Fish have vertical tail fins, while whales have horizontal tail fins. One of the most distinctive features of orcas is the tall, wide dorsal fin located on its back. In females, the dorsal fin can grow to about 2 feet high. It is falcate (hooked or curved). In males, the dorsal fin is triangular in shape and can grow up to about 6 feet high. Another distinctive feature of killer whales is that they possess a sleek, black and white pigmentation pattern. A white patch is located above and behind the eye. An extensive white ventral patch extends onto the flanks (sides). "There is a gray saddle behind the dorsal fin, which is black at birth." (Hoyt, Pg. 32) At birth, orcas are about 2.1 to 2.4 meters long and weigh about 180 kilograms. When they are adults, males grow to about 9.5 meters long weighing 8 tons or more. Females grow to 8.2 meters long and weigh 4-6 tons. "Orcas have robust and graceful bodies with a conical or rounded head." (Hoyt, Pg. 97) It has no distinct beak. They have straight mouthlines. Another physical attribute of killer whales, besides having a tall dorsal fin, is that killer whales have large, paddle-shaped flippers. These flippers are 2-3 times larger in males than they are in females. Killer whales are very large physical specimens. Being known as a fearsome hunter with killer instinct, it would be interesting to know what a killer whale's diet consists of. The orca resembles the great white shark in its predatory skill and range of food. They eat seabirds, turtles, fishes, including sharks, whales, dolphins, porpoises, seals, and sea lions. These hunters feed in groups of two to twenty animals. They can even kill baleen whales much larger then themselves. They have 10 to 13 teeth on each side of each jaw, which helps in their feeding. Though killer whales sometimes attack dolphins, seals, and other whales larger than themselves, but they have not been known to attack people, although there have been documented cases of killer whale attacks. Throughout the ages, whales have lost some of the characteristics of mammals. Mammals have hair covering their bodies. Whales have only a few stiff hairs on their heads. Mammals have four legs. A whale has no hind legs. The only traces that they remain are two tiny hipbones. The front legs have developed into flippers, which are used for steering or keeping its balance. Although killer whales share the same characteristics as mammals, they also have special features that allow them to live in the water. Whales have many special characteristics suited for living in the water. Living in water enables them to reach enormous sizes. "The buoyancy (lift) of water helps support a whale's body, which makes it possible for them to grow larger." (Ellis & Knoph, Pg.18) Orcas have a highly streamlined shape. This enables them to swim with a minimum of resistance. The powerful tail fins called flukes are horizontal. Whales swim by moving the flukes up and down. Another characteristic that is helpful to killer whales, or any type of whale, is that a whale's backbone, ribcage, and shoulder blades resemble those of other mammals. Almost all mammals have seven neck vertebrae. In killer whales, these vertebrae are compressed into a short length or joined together into one bone. This keeps the head from moving about. It also joins the head directly to the body. Orcas have smooth, rubbery skin that easily slips through the water. Mammals have hair to keep them warm. Whales have only a few

From Fashion Producer to Fashion Retailer

From Fashion Producer to Fashion Retailer For both the retailers and manufacturers, the goal of fashion merchandising and marketing is to ensure that the merchandise is sold at a profit (Steele 295). To achieve this, one needs careful coordination and execution of the business strategies. The success of the fashion business hinges on fashion merchandising and fashion marketing. Advertising We will write a custom essay sample on From Fashion Producer to Fashion Retailer specifically for you for only $16.05 $11/page Learn More Owing to the advances in information technology, customers all over the world have become more knowledgeable and inquisitive, due to information on the fashion industry that is readily available on the internet. It is thus important for those involved in fashion retailing to ensure that the needs and wants of their target customers have been met. In an effort to overcome this challenge, fashion manufacturers are now producing specific fashion merchandise to suit the needs of sp ecific customers (Kotler and Armstrong 81). Since fashion retailers are constantly in contact with the final customers, they are more likely to know the needs and wants of their target market. This is important in a highly competitive business environment. If fashion manufactures are not updated with the needs and wants of the end-consumer, they may lose their share of the market. In order to safeguard their market share, some fashion producers may contemplate shifting from the manufacture of fashion merchandises to retailing fashion merchandise. The research paper endeavors to examine the advantages and disadvantages associated with such a move. For a long time, fashion producers have primarily concentrated in the production of their merchandise in an easy and economical manner. A lot of money and time would be spent on consumers in an attempt to convince them that their merchandise suits the needs and wants of the consumers. However, as packaged foods, automobiles and healthy pr oducts recorded successful growth through marketing, fashion businesses also adopted this concept (Steele 296). When fashion producers switches to fashion retailers they are in close contact with their clients and as a result, this enhances the relationship that they share with their clients. This is a positive sign for good business. Principles of marketing therefore become vital for the business. Owing to the constant contact with the end-consumers, they are also likely to know the needs and wants of the customers. Consequently, they have to ensure that they provide merchandise that has been customized to suit the requirements of the market.Advertising Looking for essay on art and design? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fashion producers are also likely to have an enhanced access to the market. They are therefore better placed to study the retail market well, thereby improving their competitiveness. Retail fashioni ng also enables one to provide branded merchandise to the market. Customers would be willing to offer premium prices for such merchandise, and this incenses the profit earnings of a fashion retailer. There is also the issue of consumer loyalty, because they are able to get what they want. Consequently, the fashion retailer is more likely to have repeat business with such customers (Steele 297). Brand orientation brings with it the dimensions of functionality, distinctiveness, symbolism, and value addition (Bridson Evans 404). As such, when a fashion retailer become more brand- oriented, he/she is likely of offer customers a greater retail offer, relative to the competition. Fashion retailers should therefore endeavor to differentiate their merchandise in such a manner as to afford them a competitive advantage in the market. On the other hand, there are also a number of disadvantages that accompanies the decision by a fashion producer to also become a fashion retailer. To start wi th, there is a shift from the core activity, in this case the production of the fashion merchandise, to retailing. A firm is more likely to success when it concentrates on its core activity, as opposed to undertaking various activities. When a firm is only concerned with its core activity, it is more likely to invest more in research and development in an attempt to ensure that its merchandises meet the needs of the consumers (McColl and Moore 97). Another disadvantage of such a move would be the added cost of advertising and undertaking numerous market surveys and research, in an effort to capture the needs and wants of the customer so that the merchandise can be produced to suit these needs. The fashion retailer now has to project sales with regard to the unit of merchandise that they want to sell. In the case of a fashion producer, he/she is required to anticipate the retailers’ needs. In the same way, we may also expect that the fashion retailer shall also have to envis ion the needs of his/her consumers (Stone 59). Advertising We will write a custom essay sample on From Fashion Producer to Fashion Retailer specifically for you for only $16.05 $11/page Learn More However, we need to realize that the number of consumers of fashion merchandise by far outstrips the number of fashion retailers. Accordingly, this means that a fashion retailer shall have to sue more financial and human resources in an attempt to ensure that they deliver the needs of the market. There are various reasons why a fashion producer may decide to become a fashion retailer. They include the need for brad recognition, gaining a competitive advantage, and increased consumer loyalty, among others. Fashion retailing affords one constant interaction with the end-consumers, thereby enhancing the consumer-retailer relationship. However, even as a fashion retailer contemplates on becoming a fashion retailer, he/she should also be careful to ensure that they re tain the quality of their merchandise. In addition, fashion retailing may mean that one now has to deal with a specific brand. Many fashion brands are a fad that loses popularity with time. Therefore, Fashion producers should therefore not abandon the core activity of manufacturing because they may need to fall back on it. Bridson, Kerrie, and Evans, Jody. The secret of fashion advantage in brand orientation. International Journal of retail Distribution Management, 32.8(2004): 403-411 Kotler, Philip, and Gary Armstrong. Principles of Marketing. 9th ed. Upper Saddle River, N.J.: Prentice Hall, 2001. Print.Advertising Looking for essay on art and design? Let's see if we can help you! Get your first paper with 15% OFF Learn More McColl, Julie, and Moore, Christopher. An exploration of fashion retailer own brand strategies. Journal of Fashion Marketing and Management, 15.1(2011): 91-107 Steele, Valerie. The Berg Companion to Fashion. Oxford: Berg Publishers, 2010. Print. Stone, Elaine. The Dynamics of Fashion. New York: Fairchild Publications, 2004. Print.

Slow Internet Surfing Essay Example | Topics and Well Written Essays - 500 words

Slow Internet Surfing - Essay Example Although spyware potentially harm computers in many ways, the most obvious effect of spyware infection is on surfing speed. When we get connected, the spyware automatically begin sending personal information without the knowledge of the computer user. In this way, the computer user believes he is receiving and sending his required information although in reality, his personal information is being uploaded without his notice or permission. This stealth process slows down the net surfing significantly and the user wonders what might be the actual problem for this dead slow speed. Apparently, computer users tend to believe that this problem can be overcome through installing anti-spyware software as all of the anti-spyware promise to search and destroy every kind of spyware within no time. However, it is not that easy, nor a recommended approach. In fact, the computer user has to be extra cautious while giving information online. Here are a few steps that are helpful for effectively blocking and preventing the spyware from infecting computers. Every time we visit a website, some temporary files are downloaded automaticall

Awareness of Identity Theft among Mature Students Essay

Awareness of Identity Theft among Mature Students - Essay Example They can then max out credit cards or take out loans using information they could have asked you for, taken from documents, or stolen from transactions online. This can lead to horrible problems for the person's identity whose is stole, as it can be a tedious task to try to track down the person who is pretending to be you. As student based marketing and research expands, so do the opportunities for people to steal all kinds of information from students who may not even know they are being tricked. Cases are especially springing up among college students, who fill out loads of paperwork and are also on their feet for the first time in their lives. The problem of identity theft is getting so bad that the "The United States Federal Trade Commission says that identity theft is America's largest consumer complaint" (http://www.scambusters.org/identitytheft/collegestudentsguide.html. These college students offer a prime target for the identity theft schemes. Students who are looking for loans, new credit cards, or are simply unaware of how to protect their personal information make for an easy candidate to get their identity stolen. Students also often do not know that identity theft can affect "your credit rating, criminal record, future borrowing possibilities, as well as your job opportunities (http://www.scambusters.org/identitytheft/collegestudentsguide.html). College st... 1. "Living on campus in dorms or with roommates. 2. Ordering clothes, books, movies, lava lamps, ping pong balls, or any other merchandise over the Internet. 3. Throwing away credit card offers without shredding them into a million pieces. 4. Being careless with student loan pin numbers and documentation. 5. Using cell phones to talk about things that might be useful for an identity thief to hear."( http://www.scambusters.org/identitytheft/collegestudentsguide.html. All of these seemingly innocent acts however leave students wide open for an invasion of privacy which may lead to the theft of their identity. This is why students are targeted by criminal organizations as prime targets for their schemes to steal people's identities. Only by understanding identity theft, and learning about it, can students hope to protect themselves from having their own identity stolen. Identity Theft Among Students I. Introduction to Identity Theft a. Definition of Identity Theft b. Kinds of Identity Theft c. Who is affected II. Identity Theft Among Students a. High School Students b. College Students III. How Identity Theft Works a. How thieves can steal your information b. Information they want to take from you IV. Way to Avoid Identity Theft a. How to protect your personal information b. How to know if your identity has been stolen V. What to do if your identity has been stolen a. First Response for identity Theft b. Don't Panic-You can get yourself back VI. Identity Theft-Inform others a. Other groups at risk b. How wide spread is identity Theft VII.