A Response to Mark Twain’s the Lowest Animal

What makes a being more evolved? Who are we to say that humans are the most evolved or even the least? It is believed by some that we are descended from the â€Å"higher animals†, whereas others believe that we have ascended from the â€Å"lower animals†. In Mark Twain's essay, â€Å"The Lowest Animal† (1896), he portrays the idea that the human race has no hope, as we have too many flaws. It is undeniable that we have our flaws, but what creature on this planet does not? The human race may not be perfect, or reaching perfection anytime soon, but it does progress and develop as time goes on.As humans, we are neither substantially higher nor lower than animals. Although foolish actions are performed towards each other and our planet, we have also accomplished plenty to accompany this. This can be seen through our use of moral sense, fight against slavery and dedicated medical help. Despite our faults, we do have our redeeming qualities and this is why were are not as Mark Twain says, â€Å"the lowest animal†. Having a moral sense can be a weakness in some aspects, however this is not always so. This sense shows that we acknowledge our boundaries and allows us to be civilized as human beings.It can be argued whether or not the human race is civilized, based on our faults. Our race is not innocent of murder and other cruel actions and this may seem to validate Mark Twain's (1896) accusation that â€Å"Man is the Cruel Animal† (pg. 236), but these actions do not define us because they are not considered to be the norm. Without this sense, these actions could nonetheless be the norm. Actually, it is this â€Å"great defect† known as our moral sense that holds us from being at our worst and as monstrous as we could be.Another example of what is known to be a fault of the human race is slavery. Twain (1896) states â€Å"Man is the only slave. And he is the only animal who enslaves. â€Å"(pg. 237) The fact that man takes par t in slavery cannot be denied, however it cannot be confirmed that he is the only animal that does. Studies show that other species of animals do indeed deal with this issue. A species of ants called Protomagnathus Americanus abduct the young of others and force them into labouring for their new masters.These ants conduct violent raids on nests of other species killing the adults. This is one of several examples that proves that man is surely not the only slave, neither the only animal that enslaves. Mark Twain(1896) claims about man that â€Å"he is always some man's slave for wages, and does that man's work.. â€Å"(pg. 237), however without this basis of hierarchy our communities and economy would not function. What Twain sees as the allowing of enslavement is how each part of the economy works together to keep it running and how each individual is able to afford to survive.Over time it is seen by many worldwide that forceful, unfair enslavement is considered unacceptable. This cruel act is not allowed with strong rules set against it in many areas. Although it still exists in certain countries, as previously stated Mark Twain's â€Å"higher animals† fail to be above this as well. Our bodies are not perfect and they do have their flaws that result into many different diseases, as Twain(1896) wrote, â€Å"†¦ man starts in as a child and lives on diseases till the end, as a regular diet. (pg. 240) However, it is man who also works and creates cures for these diseases. Although there is seemed to be more types of diseases common to man than animals, diseases and sicknesses are not uncommon to them. It is also humans that study animals and work as veterinarians to cure these problems for certain animals as well. The hard work put in by the human race to find these cures and successfully cure many should outweigh the fact that we are prone to more diseases that Twain's â€Å"higher animals†.We may be imperfect animals, as Twain had pointed out with his list of flaws of the human race, but we do strive for this so called â€Å"perfection† and work to improve ourselves to reach it. This is not a fast process, but through time we are developing and progressing. Why lose hope on humanity because of what is done wrong, when there is so much that is done right? These redeeming qualities should prove that unlike Mark Twain(1986) believed, we are an important species and should not be seen as failures when we have reached so much success.

Dangers of Refined Sugar

In 1957, Dr. William Coda Martin tried to answer the question: When is a food a food and when is it a poison? His working definition of â€Å"poison† was: â€Å"Medically: Any substance applied to the body, ingested or developed within the body, which causes or may cause disease. Physically: Any substance which inhibits the activity of a catalyst which is a minor substance, chemical or enzyme that activates a reaction. â€Å"1 The dictionary gives an even broader definition for â€Å"poison†: â€Å"to exert a harmful influence on, or to pervert†.Dr. Martin classified refined sugar as a poison because it has been depleted of its life forces, vitamins and minerals. â€Å"What is left consists of pure, refined carbohydrates. The body cannot utilize this refined starch and carbohydrate unless the depleted proteins, vitamins and minerals are present. Nature supplies these elements in each plant in quantities sufficient to metabolize the carbohydrate in that particu lar plant. There is no excess for other added carbohydrates.Incomplete carbohydrate metabolism results in the formation of ‘toxic metabolite' such as pyruvic acid and abnormal sugars containing five carbon atoms. Pyruvic acid accumulates in the brain and nervous system and the abnormal sugars in the red blood cells. These toxic metabolites interfere with the respiration of the cells. They cannot get sufficient oxygen to survive and function normally. In time, some of the cells die. This interferes with the function of a part of the body and is the beginning of degenerative disease. â€Å"2Refined sugar is lethal when ingested by humans because it provides only that which nutritionists describe as â€Å"empty† or â€Å"naked† calories. It lacks the natural minerals which are present in the sugar beet or cane. In addition, sugar is worse than nothing because it drains and leaches the body of precious vitamins and minerals through the demand its digestion, detoxifi cation and elimination makes upon one's entire system. So essential is balance to our bodies that we have many ways to provide against the sudden shock of a heavy intake of sugar.Minerals such as sodium (from salt), potassium and magnesium (from vegetables), and calcium (from the bones) are mobilized and used in chemical transmutation; neutral acids are produced which attempt to return the acid-alkaline balance factor of the blood to a more normal state. Recommended Reading: †¢The Health Dangers of Refined Sugar †¢7 Reasons Why Stevia is Better Than Refined Sugar †¢5 Health Dangers of High Fructose Corn Syrup Sugar taken every day produces a continuously overacid condition, and more and more minerals are required from deep in the body in the attempt to rectify the imbalance.Finally, in order to protect the blood, so much calcium is taken from the bones and teeth that decay and general weakening begin. Excess sugar eventually affects every organ in the body. Initially, it is stored in the liver in the form of glucose (glycogen). Since the liver's capacity is limited, a daily intake of refined sugar (above the required amount of natural sugar) soon makes the liver expand like a balloon. When the liver is filled to its maximum capacity, the excess glycogen is returned to the blood in the form of fatty acids.These are taken to every part of the body and stored in the most inactive areas: the belly, the buttocks, the breasts and the thighs. When these comparatively harmless places are completely filled, fatty acids are then distributed among active organs, such as the heart and kidneys. These begin to slow down; finally their tissues degenerate and turn to fat. The whole body is affected by their reduced ability, and abnormal blood pressure is created. The parasympathetic nervous system is affected; and organs governed by it, such as the small brain, become inactive or paralyzed. Normal brain function is rarely thought of as being as biologic as dige stion. ) The circulatory and lymphatic systems are invaded, and the quality of the red corpuscles starts to change. An overabundance of white cells occurs, and the creation of tissue becomes slower. Our body's tolerance and immunizing power becomes more limited, so we cannot respond properly to extreme attacks, whether they be cold, heat, mosquitoes or microbes. Excessive sugar has a strong mal-effect on the functioning of the brain.The key to orderly brain function is glutamic acid, a vital compound found in many vegetables. The B vitamins play a major role in dividing glutamic acid into antagonistic-complementary compounds which produce a â€Å"proceed† or â€Å"control† response in the brain. B vitamins are also manufactured by symbiotic bacteria which live in our intestines. When refined sugar is taken daily, these bacteria wither and die, and our stock of B vitamins gets very low. Too much sugar makes one sleepy; our ability to calculate and remember is lost.

Finding a New Advertising Agency Essay

It started with a pair of certified letters to MINI USA’s Woodcliff Lake headquarters in northern New Jersey in the summer of 2005. One of the letters was addressed to Jim McDowell, vice president and managing director of MINI USA, the U.S. division of BMW’s MINI automobile brand. The other letter was to Trudy Hardy, marketing manager for MINI USA and a direct report to McDowell. Both letters were from Scheid, Roberts, and Reicher (SRR),1 MINI’s advertising agency since 2001, and both arrived at their respective destinations at almost exactly the same time. From her desk, which was not in the immediate proximity of McDowell’s office, Hardy sat back in her chair and opened the letter without the knowledge that McDowell had just received a similar letter. Her thoughts and feelings as she broke the seal of the envelope and read the one-page letter partly confirmed previous suspicions but, nevertheless, included a sense of great disappointment and some hurt feelings. A rare event in the client-advertising agency relationship, SRR’s letter informed Hardy that they would resign the MINI account in order to pursue a larger account with a competing German automobile manufacturer. For Hardy, it was during the next few moments that the gravity of the event began to sink in. SRR had been the ad agency for MINI ever since the months leading up to the U.S. launch of the new MINI Cooper, which was the first new car launched by the MINI brand since its acquisition by BMW several years earlier. In a time when the duration of a client-advertising agency relationship typically lasted for just about two years, the collaboration with SRR had been in her mind a productive one for almost five years. And in the same way that she believed the relationship had been extremely valuable  to MINI, it was also hard for Hardy to believe that the same did not hold true for SRR as well. In 2001, the MINI account stood as one of the first major SRR client wins when it was a start-up agency with fewer than 50 employees. SRR had now grown to more than 300 employees, and the launch of the MINI Cooper was an unquestioned success. In some ways, MINI and SRR had grown up together. 1 Although this case is based on actual events, Scheid, Roberts, and Reicher (SRR) is a fictional name for MINI USA’s advertising agency from 2001 to 2005. For simplicity, hereinafter, MINI is used as opposed to MINI USA. 2 The BMW Group maintained a general rule that each BMW brand have its own advertising agency. For example, SRR could not work for BMW and MINI at the same time. ________________________________________________________________________________________________________________ Professor David Godes prepared this case with the assistance of Research Associate Peter Wickersham. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2007, 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-5457685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. Hardy began to think of the task before her. In one sense, if she were the marketing manager for almost any other product, the selection of a new advertising agency might not have been such a critical task. But the MINI brand, in almost every respect, was unique—from the design of the car itself to the passionate owners of the car who, for example, often named their MINI Cooper as they would a pet or family member. MINI’s advertising since the launch of the Cooper had been highly unconventional, and although she had no immediate ideas of how to proceed in finding a new agency, Hardy knew that  the selection process would need to be just as unique. The BMW Group and MINI Mini History We went round the works, and I drove him at a hell of a speed—I’m sure he was terrified—but then he was so impressed by its road holding. We stopped outside his office. He got out of the car and he said, â€Å"Go ahead and make it.† — Alec Issigonis, head of design for the Morris Mini Minor (a.k.a, the Mini), conversation with Leonard Lord, chairman of British Motor Corporation (BMC), 19583 The twentieth century witnessed the creation of scores of automobiles, but it can be argued that only a handful of these cars transcended the others to become cultural icons. For some car enthusiasts, the short list of such cars might have included the likes of the Ford Model T or Volkswagen Beetle. For those living in the United Kingdom and Europe in the 40 years between 1959 and the end of the century, the Mini Minor and its descendants, including the original Mini Cooper, would almost certainly have been counted among them. The genesis for what was to become the Mini was attributed to Leonard Lord in response to the nationalization of the Suez Canal by Egypt in September 1956. Since it was thought this action might disrupt or restrict the shipment of oil from the Middle East, Lord commissioned Alec Issigonis to design a small car intended for those seeking frugal transport. The design requirements were few and simple: the ability to seat four people, use of a BMC engine, and an overall size smaller than that of current BMC cars. Issigonis formed a team of eight designers and engineers. In one of their first meetings together, Issigonis placed four wooden chairs on the workshop floor in two rows of two and asked four of his team members to sit in them. They then shuffled the chairs around on the floor until each could sit comfortably in a minimum of space. The rough dimensions were captured in chalk on the workshop floor; the passenger space required was to be at least 8 feet 9 inches long, Purchased for use on the MSc International Marketing, at King’s College London, Department of Management. Taught by Douglas West, from 12-Jan-2015 to 27-Mar-2015. Order ref F240566. Usage permitted only within these parameters otherwise contact info@thecasecentre.org â€Å"Well, I guess they’re off to greener pastures,† he said in a matter-of-fact tone. After talking some more about the resignation, they soon turned their attention to finding a new partner. â€Å"Listen, I have total confidence in you to find our next agency,† McDowell assured Hardy. â€Å"It won’t be easy, but you know our brand better than anyone. The only catch is that we should probably have this nailed down before the end of the year, which means early December. Let’s talk more once you have an idea of where you’d like to take the search.† With those words, McDowell left Hardy’s office. In addition to its small size (and in some cases because of it), the design of the Mini contained several other notable innovations. It was one of the first front-wheel-drive cars, and its engine was mounted transversely so as not to contribute more than two feet to the overall length of the car. The wide spacing of the wheels allowed for more efficient passenger space, and thus more than 80% of the overall dimensions of the Mini were devoted to luggage and occupants. The design of the Mini also had some other unique consequences. First, the Mini’s simple layout made it easy for owners to modify the interior and exterior of the car; as a result, customization of the car became common. Second, its wide wheel spacing and low center of gravity made the Mini suitable for development of a racing variant of the car. An acquaintance of Issigonis, John Cooper, created the Mini Cooper in 1961 to be driven in rally races. The Mini Cooper was quite successful,  winning the prestigious Monte Carlo rally in 1964, 1965, and 1967. In all, around 150,000 Mini Coopers were produced. The mass-produced version of the Mini was a success in terms of unit sales. It also attracted a cult-like following. Each of the four Beatles owned a Mini as did Peter Sellers and many other famous British celebrities of the day. In 1995, the Mini was voted â€Å"Car of the Century† by readers of Autocar, a U.K. car magazine. BMW Acquires Mini Although the Mini was universally considered a success, the same could not be said for the succession of parent companies that owned the brand. In 1968, British Leyland was formed when BMC merged with the Leyland truck company. In 1975, British Leyland went bankrupt, and the company—with classic brands such as Jaguar, Rover, MG, Triumph, and Mini—was bought out by the British government. In 1988, the collection of surviving brands, now referred to as the Rover Group, was sold to British Aerospace, another nationalized company. Along the way, there were notable investments made in the Rover Group by other car manufacturers, including Honda of Japan, which owned approximately 25% of the company at one time. Yet, the greatest investment and perhaps the biggest surprise occurred in 1994 when BMW, the German luxury automaker with 1993 sales of $18 billion, acquired Rover and its brands, including Mini, for $1.2 billion. In the eyes of senior management at the BMW Auto Group (AG), the vision for the purchase of the Rover Group was to take the company into a new international era. Bernd Pischetsrieder, who was named chief executive officer of BMW AG in 1994, explained it this way: â€Å"The key to success is continuously changing your focus over the long term . . . in the ‘80s, we focused on enhancing the engineering process. The  key emphasis for the ‘90s is globalization of the entire business, including financing, product engineering, styling, designing, manufacturing, and sourcing.†4 Similarly, some industry analysts believed that BMW could not afford to compete solely at the luxury end of a maturing world car market. The acquisition of the Mini brand and the decision to develop the new MINI was seen as a solid strategy to offer less expensive cars without jeopardizing the integrity of the BMW brand.5 According to an analyst with Commerzbank, â€Å"By slightly modifying an existing brand, effectively ‘inserting’ a new vehicle into it, it avoids having to pay all the upfront costs associated 4 J. P. Donlon, â€Å"Honk if you are global (interview with BMW CEO Bernd Pischetsrieder),† Chief Executive, October 1, 1994. 5 BMW differentiated the new version of the Mini from the original by capitalizing all four letters when referring to the new model (i.e., MINI). 3 Purchased for use on the MSc International Marketing, at King’s College London, Department of Management. Taught by Douglas West, from 12-Jan-2015 to 27-Mar-2015. Order ref F240566. Usage permitted only within these parameters otherwise contact info@thecasecentre.org  feet 2 inches wide, and 4 feet 4 inches high. Ultimately, once the engine and luggage space were added, the Mini was designed to be just 10 feet in length (Exhibit 1). MINI USA: Finding a New Advertising Agency (A)  with developing a new brand. The costs of brand building cannot be underestimated, as anyone at Daewoo would be quick to point out.†6 Not included in the deal to divest the Rover division, notably, was the MINI  brand as well as the manufacturing facility near Oxford, England. â€Å"We knew we had a winner there. Much to the chagrin of the British, we held onto it,† McDowell would say later. Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F240566 Designing a New MINI The design and development of the new MINI in the mid-1990s was to some at BMW the embodiment of the larger struggle to integrate the cultures of Rover and BMW. Between 1994 and 1999, there existed two separate MINI design teams—one British and one German. The British-based Rover designers and engineers for much of that time envisioned a revolutionary design of the new MINI. One such MINI concept was unlike, the previous Mini in almost every way but was seen as a contemporary interpretation of Issigonis’ vision of building a small car with maximum passenger space (Exhibit 3). BMW’s designers took a more evolutionary approach in terms of design combined with BMW’s reputation for delivering high-performance, driver-oriented cars. On one night in 1998 at his home in Munich, Frank Stephenson, a BMW designer originally from the U.S., cast himself into the role of Issigonis, who was known for doodling designs of cars on the back of napkins. On a kitchen towel, Stephenson sketched a series of updated versions of the original Mini to reflect modern trends in design and new technology; see Exhibit 3 for a sample sketch.7 In the end, it was Stephenson’s design that would form the basis of the new MINI. The official launch of the MINI was held at the Paris auto show in 2000. During the show, senior BMW AG executives and Stephenson unveiled the new MINI to a rousing ovation. In explaining its design, Stephenson said, â€Å"The MINI Cooper is not a retro design car, but an evolution of the original. It has the genes and many of the characteristics of its predecessor, but is larger, more powerful, more muscular and more exciting than its predecessor.†8 Two production models were to be launched in the U.K. (its historical home) in July 2001: a base model called the MINI One and a more upscale MINI Cooper. A sportier MINI Cooper S was to be launched soon thereafter in the U.K., and both the MINI Cooper and MINI  Cooper S were scheduled for launch in the U.S. as well as other parts of the world in early 2002. Even though the first MINI Coopers were not scheduled to arrive until early 2002, work was well underway in 2000 to establish an organization to support  the launch of the MINI in the United States. MINI USA was established as a division of BMW of North America LLC and would share the same headquarters in Woodcliff Lake, New Jersey, as its parent organization. Jack Pitney was named general manager of MINI USA, a unique distinction for someone with a marketing background as opposed to automotive engineering, manufacturing, finance, or sales. Kerri Martin was appointed MINI’s marketing communications manager. Trudy Hardy was also recruited in 2001 as brand communications manager of MINI, reporting to Martin. The MINI USA headquarters organization was designed to be small (fewer than 25 employees), nimble, and highly creative. From the start, the credo of the organization appeared to be, â€Å"If another car company might take the same approach, MINI ought not.† Martin, for instance, was commonly called by the title â€Å"keeper of brand soul† instead of marketing manager. Work proceeded quickly. By the end of 2000, www.miniusa.com was live and already receiving hits. As with the MINI USA headquarters organization, the existing BMW infrastructure was utilized to create a network of U.S. MINI dealerships. Nevertheless, in a similar fashion, great lengths were taken to establish MINI as its own brand. Approximately 70 dealerships in 31 cities were renovated to add an exclusive MINI showroom under a separate marquee. In total, across all U.S. dealerships, first-year MINI sales objectives were expected to be 20,000 units, an amount Pitney viewed as aggressive but within reach. Base retail sticker prices for the MINI Cooper and MINI Cooper S models were set at about $18,000 and $21,000, respectively, including dealer shipment fees. Additionally, leveraging the history of customizations to the original Mini, each model carried an extensive list of optional equipment and exterior color schemes. For instance, the car roof alone could be painted at the factory with one of more than 10 color schemes, including a black-and-white checkerboard pattern as well as an image of either the Union Jack or American flag. Early expectations were that the MINI Cooper S would capture approximately 80% of sales due to its larger engine and better acceleration. Depending on the amount of optional equipment selected, the total price of a MINI Cooper S could exceed $25,000. Given its design and price range, plans were to position the MINI Cooper as a premium small car—something that MINI saw as a new market niche. This was especially true because the MINI Cooper was smaller and more expensive than some of the better-established compact cars made by Honda, Toyota, and Nissan. Initial MINI marketing materials and media reports from auto shows portrayed the MINI Cooper as a â€Å"fashionable accessory to an affluent, urban-hipster lifestyle.†9 However, early market research also indicated that the target market for the MINI was not limited to a specific demographic group or socioeconomic class but rather was more of a lifestyle choice or mind-set. For example, in surveys conducted before launch, potential MINI buyers in the U.S. described themselves as â€Å"young at heart† or â€Å"free spirited,† a finding that was consistent among both young as well as older age groups. Moreover, the potential MINI buyer appeared to be less concerned by the opinions of others and was independent minded. MINI and BMW AG drew a number of conclusions from this initial research. First, it was decided that further research should closely examine the psychographic factors associated with the purchase of a MINI, since the most fervent of potential MINI buyers seemed to have a common mind-set about the car, which was something that Pitney and others hoped to explore in greater detail. Second, the research confirmed to them that, unlike the original Mini, the new MINI should not be marketed as a car for the masses but instead to a particular segment of car buyers. Third, although it created 9 Suzanne Vranica, â€Å"Cool Mini Cooper Prepares for Relaunch,† The Wall Street Journal, February 14, 2001. Pitney and Martin thus recognized the importance of selecting an advertising agency with experience in nontraditional advertising such as promotional events, online advertising, and direct marketing. None of the large advertising agencies known for television advertising were invited to pitch the account, a decision that many industry observers viewed as bold and against the grain. DaimlerChrysler’s Chrysler Group unit, for example, had recently consolidated its $1.5 billion ad account at Omnicom Group. MINI also decided to base part of the compensation of the ad agency on the collective opinions of its dealers, something that was unique in advertising. Following a fourmonth review, SRR was selected as MINI’s agency of record. A separate firm, Circle.com, was selected to handle their online technology strategy and customer relationship management (CRM) duties. Although MINI would not disclose it publicly, the MINI account was valued at about $25 million per year in term s of total marketing spend, a relatively modest size for an automotive client. Let’s Motor: The U.S. Launch of the MINI The U.S. Launch Campaign (2001–2002) By July 2001, in the eyes of Pitney, Martin, Hardy, and the rest of the MINI team, both the marketing strategy and the creative focus of MINI’s U.S. launch (scheduled for March 2002) were taking shape. Moreover, they felt that the desire to do things differently at MINI had been taken to a whole new level. Most significantly, the marketing team had decided not to use any television or radio advertising as part of MINI’s launch, an industry first for what was essentially an entirely new automobile brand in the U.S. market (it had been almost 40 years since the original Mini was sold in the U.S.). Instead, a phased approach using print and nontraditional marketing techniques was developed. During August and September 2001, MINI’s focus was  to build brand awareness primarily through print advertising in magazines. The tagline for the ads was â€Å"Let’s Motor,† a theme developed by SRR and that would be carried throughout the launch campaign in 2002. The use of the word â€Å"Let’s† at the beginning of each ad was intended to create a feeling of inclusiveness, and the tone of the ads was intended to be friendly and funny. For example, one ad read: â€Å"Let’s not use the size of our vehicle to compensate for other shortcomings. Let’s Motor.† Another began, â€Å"Let’s put away the middle finger.† In addition to initial print advertising in magazines such as Autoweek, SRR developed The Book of Motoring, a 5-inch by 5-inch glossy booklet designed to convey exactly what it meant to be a motorer. â€Å"How is motoring different from driving?† it posed to the reader. â€Å"Physically, they’re the same process . . . the difference is in the mind of the operator . . . when you drive, you go from A to B . . . when you motor you go from A to Z . . . it’s all about living . . . nobody can tell you when you’re motoring . . . you just know.† The book also suggested that motorers pay the toll for the car behind them or feed parking meters if they see a meter maid coming. â€Å"Motorers look out for one another,† the book said. The Book of Motoring could be obtained through BMW dealers or the MINI USA website. In October 2001, in addition to continued print advertising, the SRR and the MINI marketing team designed a series of promotional events and publicity stunts to create additional buzz for the brand. Purchased for use on the MSc International Marketing, at King’s College London, Department of Management. Taught by Douglas West, from 12-Jan-2015 to 27-Mar-2015. Order ref F240566. Usage permitted only within these parameters otherwise contact info@thecasecentre.org  challenges for the manufacturing team in Oxford, England, it was clear that the target market would likely seek to make their MINI unique by adding optional features and color schemes. Finally, it also became apparent that limiting their advertising to traditional media such as television and radio would not be cost effective, since the MINI itself was not a mass-market car  and since its potential buyers seemed less interested in being part of the mainstream. In one example, for a Formula 1 car race in Indianapolis, MINIs were secured to the top of three fullsize sport-utility vehicles and were driven to the city from other parts of the U.S. carrying signs that read, â€Å"What are you doing for fun this weekend?† The same MINI-toting SUVs then toured some 24 U.S. cities (Exhibit 4). When curious onlookers asked about the car, representatives were instructed to give them a card that said â€Å"Coming to America† and directed them to the MINI USA website. Sporting events were also used as venues to promote the car. For instance, a MINI was placed in the stands of an Oakland A’s baseball game and in the Superdome for a Monday Night Football game (Exhibit 5). As part of this promotion, during the game, the announcer did a series of â€Å"callouts† that drew the attention of the fans in attendance to the MINI. As one example, he announced: â€Å"To the gentleman in Section 101, you’ve left your lights on.â €  When the in-stadium camera focused on the MINI in Section 101, its lights flashed and then shut off. This particular promotion also played a role in the firm’s attempts to anthropomorphize the MINI. When the official launch of the MINI Cooper began in March 2002, MINI and SRR continued their grass-roots marketing efforts and print advertising in combination with outdoor advertising using, most notably, billboards, which they felt were underutilized by other car brands. In all 45 markets where the new MINI was to be sold, teaser billboards were posted on the day that showrooms were opened. Instead of displaying the car or its logo, the billboards only included the company’s website, miniusa.com, and a single line of text. One billboard read, â€Å"XXL XL L M S Mini.† Another read, â€Å"The SUV backlash officially starts now.† Then, in April, a new series of  billboards were rolled out that included a photo of a MINI, the MINI logo, and the â€Å"Let’s Motor† tagline. Slogans included, â€Å"Let’s Sip Not Guzzle,† referring to its above-average fuel economy. The outdoor advertising was taken to the extreme in cities like New York, where a skyscraper was wrapped to represent the car’s two-tone paint job and a 29-foot-by-125-foot billboard was erected in Times Square. Though typically considered a traditional medium, print advertising was used by MINI as nontraditionally as possible. In late 2001, for instance, executives from 35 magazines were invited to MINI’s headquarters to brainstorm unique ways to market the new MINI in print. One noteworthy outcome of this session was a proposal to use the margins around news stories to hold advertisements. At launch, the â€Å"cornering ads,† as they were called, were run in six magazines, including Rolling Stone and Motor Trend. The ads said, â€Å"Nothing corners like a MINI† and contained a photo of the Mini Cooper S cornering the one-inch margin of the magazine page. Other aspects of the launch campaign included the following (Exhibit 6): †¢ More than 6 million magazine inserts of an abridged version of The Book of Motoring †¢ A series of MINI-inspired cartoons featured in The New Yorker magazine †¢ Other magazine inserts including an unscented MINI-shaped air freshener and a pullout car game. Another insert allowed readers to customize the car using peel-off stickers; accessories such as wheel covers, blowers, and racks could be placed on a photo of a MINI in the ad. In total, more than 30 million magazine inserts were published in magazines ranging from Car and Driver to Vanity Fair. The MINI organization was very  happy with the creative output of SRR. â€Å"Conceptually, just about every one of their ideas was spot on,† Hardy said. â€Å"Besides the fact that they really ‘got’ the brand, they also made sure that the ideas they showed us were fleshed out and developed. This extra effort on their part really made it easier for us to react to the ideas and to give them meaningful feedback so we could work together to make them come to life.† MINI and SRR planned to explore other advertising media as 2002 wore on, just not television. Rather than use TV advertising, for example, MINI opted to sign a deal with National Cinema Network, a movie theater network, to show 30- and 45-second advertisements on roughly 2,000 screens in five cities. 7 Purchased for use on the MSc International Marketing, at King’s College London, Department of Management. Taught by Douglas West, from 12-Jan-2015 to 27-Mar-2015. Order ref F240566. Usage permitted only within these parameters otherwise contact info@thecasecentre.org By the close of 2002, there were several reasons for MINI and SRR to celebrate. Most obvious were the year-end MINI sales figures, which indicated that 24,590 units had been sold in a little over nine months. At that pace, first-year sales were projected to total over 30,000 units. In addition to the strong sales figures, a consumer survey indicated that brand awareness for the MINI among the carbuying public was 25%. A survey indicated that 75% of MINI buyers had read or heard about the MINI through  public relations and Internet exposure before the official launch advertising actually began in March 2002. The launch campaign also earned both MINI and SRR a significant number of awards, including Adweek magazine’s 2002 Guerilla Marketer of the Year and 2003 Media Plan of the Year honors, the 2002 Kelly Awards Grand Prize for Outstanding Magazine Advertising, and two 2002 Cannes Media Lion prizes. SRR also won the Best of Show Award and an award for innovation in marketing at the annual One Show awards, a prestigious event sponsored by the One Club for Art and Copy in New York. At the same awards ceremony, MINI USA received the Advertiser of the Year Award. Pitney was named one of two Automotive News Marketers of the Year (the other was awarded to Jim McDowell, vice president of marketing for BMW of North America). In January 2003, the MINI was selected as the North American Car of the Year by the same publication. The MINI Cooper and MINI Cooper S were selected as finalists for the Motor Trend Car of the Year as well. The Creative Work Continues (2003–2005) By all accounts, the relationship between MINI and SRR was felt by both sides in 2003 to have been a highly productive collaboration to that point. â€Å"Each day we came to the office thinking that we had one of the best jobs in the world. In a sense, SRR was just part of the family. We’d interact and debate ideas on a weekly, sometimes daily, basis,† Hardy described. â€Å"It was a close working relationship.† Over the next two years, MINI’s strategy of using primarily nontraditional advertising in combination with print and outdoor advertising continued, as did SRR’s ability to develop unique creative material in support of this strategy. One magazine campaign featured punch-out, assembleable versions of the MINI Cooper built on a 1:56 scale. About 4.4 million inserts were created, featuring two cars with different combinations of accessories, and came complete with assembly instructions; both cars became collectors’ items. In another campaign, consumers could pull out MINI cartoon-character decals from magazines. The stickers came eight per sheet and were designed to drive buyers into dealerships for a ninth sticker. Approaches like this one were well received by dealers, including Wayne Youngblood, general  manager of Motor City Mini near Detroit. â€Å"I’m thrilled with it; MINI marketing is quirky, fun, and it delivers customers that match the vehicle perfectly,† he said. â€Å"In my 30 years in the business, there has been no other product that commands as much excitement or attention as MINI.†10 Sales of the MINI Cooper continued to climb (Exhibit 7). In 2004, a MINI Cooper convertible was added to the model lineup. Changes would soon be underway, however. In March 2005, Martin announced that she was leaving MINI to become director of market development for Volkswagen of America, a company known for spending about $500 million annually in North American advertising. Around the same time, Pitney and McDowell made the unique decision to switch jobs as general manager of MINI USA and vice president of marketing for BMW of North America. But the ultimate surprise was SRR’s resignation of the MINI account in order to become the agency of record Purchased for use on the MSc International Marketing, at King’s College London, Department of Management. Taught by Douglas West, from 12-Jan-2015 to 27-Mar-2015. Order ref F240566. Usage permitted only within these parameters otherwise contact info@thecasecentre.org for Volkswagen. By then, Hardy had assumed Martin’s duties as head of marketing, and one of her first challenges was starting over and finding a new advertising agency, which would not be easy given the unique relationship that MINI enjoyed with SRR. Advertising Agencies With each passing year of technological advancements, it was apparent to MINI and others that the foundations of any advertising firm—creativity and the ability to deliver creative content in a variety of media—were becoming less and less the exclusive domain of bigger advertising firms with extensive production staffs. Consequently, it was possible for a one- or two-person shop to perform the same creative services as a large, multinational advertising conglomerate with billions in revenues such as Omnicom, WPP, Interpublic Group (IPG), and Publicis. Advertising firms in 2005 could be categorized into either of these two groups, but a third group also existed. The â€Å"independents,† as they were called, were privately owned firms with anywhere from about 10 to 300 employees. As was the case with SRR, oftentimes these firms were started by young, entrepreneurial advertising professionals looking for creative freedom or autonomy following stints at one or more o f the publicly held multinational firms. Seen by some to be a competitive response to the growth of the independents, consolidation was a significant theme in the advertising industry during much of the 1990s and early twenty-first century. Over this period, the major holding companies appeared intent on expanding market share in order to gain economies of scale, diversifying their revenue streams, and serving clients as a one-stop shop while growing into large, multinational players. In 1993, for example, the top three agency holding companies captured a 36% share of the market. By 2003, this figure had increased to 50%.11 The increase in market share was largely achieved through acquisitions of independents and smaller holding companies, with the bulk of these acquisitions occurring from 1996–2001. One holding company, IPG, acquired 240 companies during that period. Another significant industry theme was the shift in agency compensation over the past decade from commissions to fee-based compensation. Traditionally, advertising organizations had been paid at a set percentage of an advertising budget for the creative work on an account; this percentage was  typically in the 12%–15% range but could be as high as 20%. A major criticism of this compensation system was that it did not align the agency’s pay with the success of a particular campaign or with the amount of work required to create the campaign. The fee-based system (or FTE model) charged production fees and employee hours along with a standard profit margin (e.g., 20%) for the advertising firm. In 2005, it was estimated that 80% of all advertising clients had moved away from commission-based compensation structures to enter fixed fees or a combination of fee and incentive compensation.

Book Report †Sway: The Irresistible Pull of Irrational Behavior Essay

The book, Sway: The Irresistible Pull of Irrational Behavior, by Ori Brafman and his brother, Rom Brafman dives into the way that we make decisions. Why do humans make the horrible decisions we do when logic would tell us to act otherwise? There are several psychological influences that sway our decision-making ability according to the Brafman brothers. The authors look at several different factors, with a lot of fascinating and logic-breaking examples. This book will help you understand the decisions you make. In many circumstances times when logic would dictate that we take a certain action, we take the opposite. To illustrate, just ask yourself why you have stayed so long in a doomed relationship? Why was it so hard to sell a stock that has lost much of its value†¦or to sell your house if it will be for less than you paid for it? In their book, Sway, Ori and Rom Brafman explore our decision making process and what influences our behavior. Hence, the subtitle, The Pull of Irra tional Behavior is used. Sway opens with a convincing example — the historic KLM flight where the pilot made a seemingly irrational decision that cost the lives of 584 people in 1977, the largest airline disaster in history. The authors make the argument that because the pilot was so focused on getting to his final destination after being diverted; he was swayed into making a wholly irrational decision, which ended in tragedy. How was he swayed specifically? Well, the book revisits the KLM disaster a few times to flesh out the underlying irrational decisions likely being made by the pilot. The book is filled with such examples, such as people who have bid as much as $200 for a $20 bill. Why? Why would anyone pay more than the face value of a $20 bill? Well, the authors have the answers.Here I will describe all the major sways listed in the book. I will also give an example of the sway and why it affects people so harshly.1. We overreact to potential losses. Humans tend to focus more on the short-term consequences rather than the longer-term effects. This is illustrated well by AOL’s Internet options. For a while, AOL gave consumers access to the web through a pay as you go method. Customers would pay for every minute they used the Internet. Then, when AOL introduced a flat monthly fee, customers began signing up for that plan in masses. Customers wanted to make sure they avoided the perceived  losses from the pay as you go method, when in the long run; most users were losing money with the flat rate. 2. Loss averse. The more meaningful a loss is, the more loss averse we become, meaning we don’t want to give up our hold on the loss (even when it’s economically, emotionally or otherwise beneficial to do so). The best example of loss aversion is in the stock market. Inexperienced traders have the hardest time selling a plummeting stock. Say you invest in a stock for $10 a share and in a week the price rises to $20. Now it would be great to sell then. But then the next day the stock drops to $17 a share. For whatever reason, humans perceive this $3 difference as a loss, instead of a $7 gain (you invested at $10 and could sell at $17). So, the investor says, once it gets back to $20 I will sell. Then it drops to $15, then $12, then $6, and before you know it, you have lost money, when you could have gaine d $7 a share!3. Commitment. When we are committed to a relationship, decision, or position in our lives, it can be very difficult for us to see the better, healthier alternatives available. The best example of this in the book is the $20 dollar bill auction. Harvard Business School Professor Max Bazerman conducts this auction on the first day of his class. There are only two rules to the auction; first, bids are to be made in $1 increments. The second rule is a little trickier; the winner of the auction gets the $20, but the runner up still has to honor their bid, while receiving nothing. When the bidding gets closer and closer to $20 the students realize what is about to occur. The two people left in the bidding war both do not want to walk away with nothing, therefore instead of accepting defeat and losing $19 in the auction, somebody will bid $21. The students continue bidding, ignoring all rationality and drive the price upwards. Bazerman states that it once made its way up to $204. 4. Value attribution. Humans have a tendency to place certain qualities upon someone or something based on its perceived value rather than objective data. If we see something labeled a certain way, we’ll take that label at face value. The authors have two amusing examples of value attribution at work — a world-famous violinist is mistaken for a street musician in the subway and a SoBe energy drink that is only as valuable in helping improve your memory as you think it is. In the SoBe energy drinks case, the authors cite a study that measured test results after consumption of the energy drink. The subjects were put into three  categories. Those that had no SoBe, those that were told the powers of SoBe and then bought it at full price, and those that were also told the powers of SoBe but then received it at a discounted price. After taking a test, the results were measured to see if there was a pattern within the groups. The results showed that those who drank the SoBe at full price had better test scores than those who had no SoBe at all. But before we run to buy all the energy drinks we can afford, the group who drank the cheap SoBe performed far worse than those who drank no SoBe at all. When things are discounted off of their regular price, people tend to give the product or service a reduced value attribution. In other words, when we get a discount on something, we tend to unconsciously value it less than if we had paid full price.5. Diagnosis Bias. Humans have a propensity to label people, ideas or things based on our initial opinions of them. This includes our inab ility to reconsider those initial value judgments once we’ve made them. Again, the authors bring this sway to life with their examples of how players perform directly in relationship to their NBA draft pick number, amongst many others. A single word or label can color our entire perception of a person, closing off avenues of shared experience and seeing people for who they really are. Once a person is given a label (and even directly, a diagnosis), it’s hard for people to see people in a way that isn’t biased by that label. The authors also note that hiring interviews are actually a terrible way to identify possible employees. Turns out â€Å"first date† style interviews are completely unscientific and at the end of the day, quite horrible at helping managers choose a good employee.6. Fairness. People want and expect fairness in all of their dealings with other people, companies and organizations. It is vitally important for people to feel they have a voice. People want to be listened to and heard, even if nothing changes. Talking through our reasons for a price or our position in an argument or debate, explaining how we arrived at it, and communicating what we feel is the fair thing to do makes other people feel like we’ve treated them more fairly and reasonably. The authors cite a study done which pair’s strangers and offers up a chance at winning cash. The strangers are placed in separate rooms and told that they will never meet the other person, even after the study is over. Then the instructions are given to the first subject. They are told that there is $10 dollars to be split between them and the partner. They  have been chosen as the person to divide the money however they see fit. The catch is that the other person must agree to the offer. If the person does not agree, both partners will walk away with nothing. The same speech is given to the second pa rticipant except with minor changes letting them know that the other person will be splitting the money and that they have the power to say yes or no to the deal. The study showed that all splits of 50/50 were accepted and almost all of the uneven splits were denied. Even though people were offered some money, they chose to deny it because they saw it as â€Å"unfair†. People did not seem to realize that they were in a fortunate position just to be offered any money at all.7. Altruistically or Selfishly. Humans approach everything from one of these two viewpoints, but usually not both at the same time. When the two centers of the brain (altruism and pleasure) compete, pleasure usually wins. When the pleasure, self-interested perspective is operating, unexpected behavior or effects can occur. Essentially, a person cannot act in their own interest while looking out for others, because your desires to look out for number 1 will always win. This portion of the book also speaks on the most relevant portion to our class. It speaks on how rewards can damage someone’s work ethic when it is believe that they will actually help. It’s not that rewards for specific tasks or behavior are bad, it’s the possibility of a reward dangled ahead of time that can potentially result in destructive, unintended effects. It’s okay to reward someone after the fact, but don’t always create the possibility of the reward ahead of time. And know that money defeats/negates altruism.8. Groups. Groups can have profound effects on our ability to reason rationally. A study was done on individuals and their ability to ignore wrong information. Subjects were placed in a room with several other people and the task was given to all subjects; identify which two lines were the same lengths. Then, on the screen 4 lines would appear, two of which were the same length. The study made it very obvious too; no rulers were needed, for the lines were glaringly different. The catch was that only one person in the room was an actual subject, all other people were paid actors told to identify the wrong line. When the researchers asked the group which lines matched, all the actors would give the same incorrect answer, and the effects were powerful. 75% of the subjects incorrectly identified the lines because they did not want to go against the group. Then a second round began  and one actor was told to give the correct answer, or at least an answer different than the group. In almost all cases, the subject spat in the face of the actors and correctly identified the lines. The lesson to be learned here is that dissent is invaluable – you need a dissenter, even if you don’t agree with the specific dissent itself. Dissenters open up discussion and allow individuals to express their views. I highly recommend this book. It was nearly impossible for me to put down and only took me about a day to read. I think very economically and logically (or at least I would like to believe), so the book spoke to my every thought. The book offers a few solutions in the epilogue; solutions that help individuals think more rationally. However the solutions are very trivial. Suggestions such as â€Å"take a deep breathe and evaluate the situation† are recommended. The problem with these solutions is that the situations don’t allow for deep breaths! That is why irrational behavior takes place in the first place. Overall, the book was a great read and a valuable lesson.

Cask of Amontillado Essay Example | Topics and Well Written Essays - 1500 words

Cask of Amontillado - Essay Example The first is Montresor, who firmly vows revenge upon the other character, Fortunato, for an insult. However, the actual focus is on Montresor, who serves as the narrator of the story about his perfect murder ("The Poe Perplex"). His story, around which the entire story revolves, is made clear even at the onset of the tale as he utters, "The thousand injuries of Fortunato I had borne as I best could, but when he ventured upon insult, I vowed revenge." (Poe). With this, Montresor is seen abiding by his traditional family motto, i.e. no one can attack him without being punished. Furthermore, he declares that he "...must not only punish, but punish with impunity." (Poe). On the other hand, Fortunato is the man whom Montresor pledges to murder. Montresor finds perfect bait for Fortunato with the latter being passionate about wines. Fortunato, as a connoisseur, insists on tasting Montresor's newly purchased Amontillado to determine its authenticity and expresses outrage when Montresor tells that he can consult Luchresi regarding the matter. Attired in a court jester costume, Fortunato, bearing great pride in himself, goes with Montresor to the palazzo where he meets his end as Montresor planned ("Adventures in Reading"). This horror story centers on the power of revenge that drives a man to murder his friend for an insult that he deems unforgivable. Montresor's mind frame is honed by his family's motto, "Nemo me impune lacessit." Or "No one assails me with impunity." On his coat of arms, this motto along with a symbol of "a huge human foot d'or, in field azure, the foot crushes a serpent rampant whose fangs are imbedded in the heel." (Poe). As mentioned, Montresor narrates how he carefully planned the details of this perfect crime upon Fortunato whom he intends to punish through slow death. He makes sure that all his servants are out of the palazzo so there are no possible witnesses. He also chooses a place hidden enough so that no one may possibly inspect or suspect. Montresor uses Fortunato's pride in himself as a superior wine connoisseur to lure his friend. It is also important to note that a vital component in Montresor's plan of revenge is that as Fortunato dies a slow death, he will constantly be reminded of the fact that he rejects myriad opportunities to escape from Montresor as the latter is adamant that they turn back due to his condition (Quinn). He will remember how Montresor initially declines his offer to check on Amontillado since he is inflicted with cough and cold, thus, the dampness of the vault and presence of niter will not bode well for his present condition. On the way to the catacombs, upon hearing Fortunato's dreadful coughs, Montresor repeats his plea, "Come..., we will go back; your health is precious. You are rich, respected, admired, beloved; you are happy as once I was. You are a man to be missed. For met it is no matter. We will go back; you will be ill and I cannot be responsible. Besides, there is Luchresi..." (Poe). To this, Fortunato firmly replies, "Enough...the cough is a mere nothing, it will not kill me. I shall not die of cough," (Poe). While rotting to death in the sealed catacombs, Fortunato will

Aquinas's Five Proofs for the existence of God Essay

Aquinas's Five Proofs for the existence of God - Essay Example The first proof as often called the Argument of the Unmoved Mover. According to it, there are many things in the world that are in motion; yet, the latter is always cased by a mover1. Keeping in mind that the infinite regress of mover is not possible, one will have to agree that ultimately there will be the mover that was not moved by the outside force. In other words, the above mentioned mover is unique since it was unmoved and yet became moved all other things in the Universe. It is quite understandable that this peculiar mover is God. The next proof is referred to as the Argument of the First Cause. It is somewhat similar to the previously mentioned one; however, it places emphasis on a different aspect of reality. According to it, there is a net of causes which connects things in the Universe. In other words, everything is causes by something else2. However, it is absolutely impossible to regress this process infinitely. In other words, there will ultimately be a cause which wasn’t caused by something else. One would make no mistake that this definition fits the idea of God as the supreme cause that is not caused by anything. The third proof it called the Argument from Contingency. As it has already been pointed out, this is another form of the cosmological argument since it involves a logic that is similar to the previous two arguments. According to it, the key aspect of proof of existence of God is contingency of things. Aquinas points out that that everything in the Universe is contingent that would mean that there would be time when no thing exists and, consequentially, no thing would appear3. That is why God is surely a being that is not contingent on other beings. As a result, the very existence of the Universe should be seen as proof of His existence. The fourth argument employs a completely different approach towards the procedure of proving

The trend of agricultural expansion in the US South and its relation Research Paper

The trend of agricultural expansion in the US South and its relation to the slave movement from 1850 to 1860 - Research Paper Example This is critical since the agricultural items help individuals to acquire the energy that allows them to perform productively. The products especially cotton helps in improving trade and production of clothes that are basic needs (Mudlak 989). This means that agriculture contributed to the wellbeing of individuals in the southern state in the early years of 1860s in the United States. Agriculture is the economic backbone of a nation making it fundamental to embrace creative and innovative ideals. This enhances quality, quantity and effective processing of the produce to allow consumers to attain value. It is also critical to ensure that the agricultural produce exudes great nutritional value to boost an individual’s wellbeing. Nations that seek to develop vibrant economies as apparent in economic growth, expansion, developing an appropriate work force and healthy setting should upgrade agricultural practices. They should adopt the conventional farming practices that are technological driven. This increases the magnitude and quality of agricultural produce as evident in early days of 1860s in US. Poor understanding on how agricultural practices were enhanced in the southern part of US impedes growth in several settings. Poor knowledge has affected food safety and production of crops. Lack of knowledge hinders production of quality agricultural products with appropriate nutritional content (Boyer 2). This study equips various stakeholders with information on the expansion trends of agricultural production in the southern part of US in the period between 1850s - 1860s, and its relationship with slavery. The research allows people to understand the significance of agriculture to the economy and societal process. This is critical because agriculture contributes to food security, job creation, interdependence and development of effective health standards from 1860s. It played