Job Search Essay Example | Topics and Well Written Essays - 1250 words

Job Search - Essay Example The aforementioned are just some of the reasons why I have studied linguistics. On the professional level, I want to apply my knowledge and skills in making communication even better for people. Culture is currently one of the interests of studies for objectives on globalization therefore, linguists are necessarily sought for. Aside from having helped some people in communicating with others, I have worked for â€Å"Cinescape†, a company in Kuwait which works on films, adding Arabic subtitles for English films intended for the Arab-speaking viewers. This is where I learned basic skills and techniques in performing the job. in addition, I worked for two years at Lohaibi Company translating interviews from Arabic to English and English to Arabic. Moreover, I also worked for a television network as an assistant translator after my contract with Lohaibi. Basically, my job was to translate conversations in the films from English to Arabic and vice versa as well as add subtitles to the films. I enjoyed my jobs because along the way, I have learned more than what I expected and my interest in language grew even stronger. The advertisement of Market Road Films has caught my attention initially because I know that I am qualified for it. I do not just have the interest for the job but I also possess knowledge and skills that are necessary in completing the task. ... I think such projects are necessary for the preservation of the parts of historical information so it should really be taken seriously. The job may be a pro bono but just the thought of working on a great project along with the director and editor of the film themselves, is simply overwhelming. I love to work with people and I believe that the job will not just be beneficial for me, giving me a sense of fulfillment and pride but it will also become my contribution to the Arab world in preserving an important part of their history. Abdulaziz Alwehaibi 588 Main St. Hackensack, NJ 07601 201-417-1147 aziz_92@student.fdu.edu Travis Ballenger Market Road Films 232 3rd St., Studio B401 Brooklyn, NY 11215 Dear Mr. Ballenger, This is in response to your advertisement on the need for a translator for â€Å"First to Fall†. I have degrees in Linguistics and Accounting, providing me with the communication and organizational skills. I have translated films from Arabic to English and English to Arabic for five years. In my work experience, I have gained the basic computer skills and experience needed for the job. I worked well with other employees and through the years, I have acquired not only knowledge but foreign friends as well who have been great contributors and influences in my career and decisions with my studies. In addition, I improved my English oral and written communication skills. I have come to appreciate the treasures found in languages which now drive me to learn more for me to be able to contribute more to my community. I believe my education on languages and work experiences where I applied most of what I learned in school qualifies me to the position being sought for. I understand that a lot of people are

Good vs evil in Shakespeares Macbeth Essay Example for Free

Good vs evil in Shakespeares Macbeth Essay The play Macbeth is a very tragic one. It is about the downfall of a hero who is led by temptation to mass murder and cruelty. Shakespeare uses various styles and techniques to display very evidently how Macbeths character develops as the story progresses, and thus we see how Macbeth turns from good to evil, from a valiant cousin and worthy gentleman to a bloody butcher. The play tells the story of how a noble warrior, Macbeth, descends into evil after meeting with three witches supernatural beings who prophesy Macbeths destiny. He is told he will become King of Scotland, and this idea of gaining power leads him to murder the king, take his throne and then continue his murder spree on seemingly whoever he feels like. Eventually Macbeth is slain and order is restored in Scotland. From the very start we have progressively come to abhor Macbeth, however, we cannot help but feel a certain admiration for him. But much more we have a sense of irony and waste: irony because some sterling qualities have been put to such evil use, waste because Macbeth was a potentially great man who was lost. . Macbeth is a play concerned wholly with the battle between good and evil throughout the play we continually see signs of a supernatural struggle between the two, with evil winning over good when Macbeth murders the king, but then good finally defeating evil when Macbeth is slain. In fact, in the very opening scene we see signs of supernatural happenings and evil the witches: Fair is foul and foul is fair; Hover through the fog and filthy air Here we see that, to the witches, what is evil is good (foul is fair) and what is good they find repulsive (fair is foul). This seems to be their attitude to life, but it could also be a warning to the audience that things to follow are not what they might seem. The first we hear of Macbeth is with praises to his name. He is called brave Macbeth, valiant cousin and worthy gentleman, fighting a war for God, king and country. For brave Macbeth well he deserves that name Disdaining fortune, with his brandished steel, Which smoked with bloody execution However, it is in scene III that good and evil collide, when Macbeth meets with the witches. Some say that this is the beginning of Macbeths downfall, as in his first soliloquy he has already thought of the idea of murdering his king. This small seed planted in his mind will soon sprout and he will indeed commit treason. Already, the audience loses their adoration for Macbeth as we see his mental frailty and evil intention. The question at hand is what Macbeth should do; is he determined on evil intent or is divine intervention the answer? He contemplates this, and decides that it is not worthwhile to throw everything away for one guilty conscience, instead the solution is murder. We are soon introduced to Lady Macbeth, and it becomes clear that she is the ambition, the driving force, behind her husband. To Lady Macbeth, her husband is brave, loving, ambitious yet he is too noble to fulfil the third prophesy. Lady Macbeth then calls upon evil spirits to make her ruthless so she can kill Duncan. Come you spirits, That tend on mortal thoughts, unsex me here, And fill me from the crown to the top toe-full Of direst cruelty; make thick my blood. After reading the letter, she already has a plan brewing. However, she fears Macbeths nature. yet I do fear thy nature, it is too full othmilk of human kindness, Thou wouldst be great, Art not without ambition, but without the illness should attend it, What thou wouldst highly, that wouldst thou holily; wouldst not play false, And yet wouldst wrongly win. The planning of the murder of Duncan is one of the most important sections of this tragedy. Here we see a conflict in Macbeths character, one side wants him to commit the murder, while the other wants to let fate take its course. In a way it is due to his wife that Macbeth is finally persuaded into committing treason. This shows one of the flaws in his character, which Shakespeare exposes. A while after Macbeth has certain misgivings about the affair. In his mind he argues out the advantages and disadvantages. The good side of him says that hes here in double trust I am his kinsman and subject, as his host who should against his murderers shut the door, not bear the knife myself. The more cunning party says that his virtues will plead like angels trumpet-tongued against the deep-damnation of his taking off, but only vaulting ambition, which oerleaps itself and falls on the other,twere well it were done quickly, but this blow might be and the end all here, bloody instructions, which being taught, return to plague th inventor. Yet he cannot maintain this spark of morality as, under the influence of his wife he commits treachery. After the murder Macbeth experienced remorse, guilt and regret, still revealing his nobility. I am afraid to think what I have done he says. He is troubled by his conscience, he realizes that he is cut off from heaven. He is in fact so hampered in his actions by the conflict between his knowledge that he has committed the crime and his abhorrence of it, that he becomes immobile. Macbeths evil is so great that he cannot even say amen to his prayer ,I could not say amen. By now he realizes he is too deep into his acts of violence to turn back. Macbeth has confused the values of good and evil. That is, he has confused fair and foul, which confusion has all along been the devils aim. Macbeth has completely committed himself to evil. Macbeth still thinks of himself as a man, and as such would rather die than suffer the indignity of being baited with the rabbles curse. This feeling in him reminds us of the worthy Macbeth at the beginning of the play. We also see that he still has the courage to act on his convictions, desperate though that courage may be. For he knows now that he must die. He fights as a man. Macduff and Macbeth fight which signifies the ever on-going battle between good and evil. Eventually Macbeth is slain and the evil has been stopped in Scotland good has triumphed, as Malcom is crowned the new King.

The Influence Of The Media Politics Essay

The Influence Of The Media Politics Essay William Pearson. Voters may not be much influenced by the mass media but politicians certainly are. Discuss. The influence of the media is ever-present in British politics. With the decline of consensus, and rise in valence politics post-1970s, the influence of an overtly partisan press has become more marked, as has its both symbiotic and antagonistic relationship with political parties. The effect of the media on voters is typically examined using three key frameworks; reinforcement theory, agenda setting theory and direct effect theory. In Britain, both voters and politicians are directly and indirectly influenced by the mass media. However, politicians have been the group most affected by the rise in media coverage, to such a great extent that politicians are no longer free to air their honest opinions. This has had a detrimental effect on political discourse in Britain, and thus upon democracy. Furthermore, the British media is largely owned by a select group of individuals-medi a barons, which, when combined with the medias tendency to resist regulation, renders it largely unaccountable. Despite both voters and politicians being affected, the change in the behaviour of politicians and their parties, especially in candidate selection is the most notable difference in modern politics post-New Labour. I will first explain the theories of media influence and address their relevant to the modern British voter, and judge whether they are an accurate representation of media influence. Secondly, I will examine the effect of omnipresent media coverage upon politicians and political parties, and whether it has fundamentally and irrevocably changed politics. Thirdly I will evaluate the influence the new media environment has had upon the British political landscape. Finally, I will note the extent to which the media has the capacity to command political action, and evaluate whether this occurs. In order to assess media influence upon UK voters, it is necessary to understand the academic analysis behind the evaluation of media influence upon voting behaviour. Reinforcement theory suggests that the media has no great effect upon voting preference, and the primary role of the media is to reinforce the pre-existing belief of the reader, and is in part derived from the observation of Selective perception-wherein individuals internally filter out messages or information that conflicts with their political alignment. Furthermore, the theory suggests that the media is not responsible for dictating the national agenda, rather it reacts and changes in line with the perceived mood of the nation. Supporters of this theory suggest that in order for a media outlet to be economically viable it must have a group of readers whose views align with the editorial line, and should this line shift, then the core readership would disperse as would revenue. Therefore it is unlikely that the politi cal alignment of organisations will shift as it would theoretically damage their revenue and influence. The second theory is the agenda setting theory which is inclusive of the reinforcement theory, as it accepts that the media cannot change the way that people think on particular issues  [1]  . However it suggests that the news media is responsible for dictating the important issues of the day. For example, if the right wing press decided to focus their efforts upon presenting law and order as the prevailing issue of the day, the the Conservatives-a party traditionally considered strong in this area, would have the electoral advantage. This is a plausible theory as newspapers have discretion over what they publish, and the amount of coverage granted to each issue. The third theory is that of direct effects, which is considered dated by modern academics. It posits that the media can have a direct, visible and calculable upon voting behaviour. It suggests that many voters can be directed towards certain conclusions by means of selected reporting. Furthermore, it proposes that the press are capable of utilising value laden terminology  [2]  to shape the debate, and distort issues to the advantage of their political allies. This assumption of almost total naivete upon the part of the voter is largely held to be untrue, as there is little data to support the view that people switched parties as a result of reading a paper with a particular partisan bias  [3]  . While this theory has broadly fallen out of fashion, there remain demonstrable moment in which intensive media coverage of an issue has provoked such a public response that it has prompted government action, most notably the Dangerous dogs act 1991, which was rushed through parliamen t in response to press coverage of the pre-existing issue. This ill-conceived legislation was hastily enacted in response to public pressure. All these frameworks have merit, yet none are comprehensive. Due to the diversity of the British populace all of the theories have voters who they correspond to. Strongly aligned voters typically correlate with the conclusions of reinforcement theory, as their views are less prone to drastic changes, and they are likely to consume media which corresponds with the views. However reinforcement theory as a basis for evaluating voting behaviour has declined in merit proportionally to the decline of strong party loyalty in British politics. In contrast, less aligned voters are more inclined to change their views due to media coverage, and the agenda setting theory and direct effects theory pertains to these floating voters, of which there are an increasingly large number post-dealignment. Moreover, the field of explaining media influence on voting behaviour has proven difficult to measure due to a lack of empirical evidence, and the evidence which does exist is widely disputed, in part du e to the rapidly changing nature of the British electorate. One of the primary weaknesses presented by the data attempting to analyse media influence is that it has tended to focus very much on the short term  [4]  at the expense of long-term research. Any analysis of voting, and the medias influence upon it is further weakened by the inherent difficulties in determining cause and effect in voting behaviour. Despite the weaknesses in the above methods, its clear that the influence of the media upon the public, while significant, has been less pronounced than the medias direct influence upon politicians and Britains political climate. The influence of the media upon politicians is profound in modern Britain. The main change which the rise in media influence has engendered is the increasingly importance of candidates being marketable, rather than having significant political credibility. Politicians increasingly find themselves subject to, and evaluated upon opinion polling, which is itself held to be closely associated with media coverage, with positive coverage resulting in an upturn in the opinion polls  [5]  . The nature of the 24 hour news cycle shapes and dictates the political world, and there is increasing pressure upon politicians to be media savvy, and to never say anything which could be misconstrued. This effect has been amplified due to the rise of the internet blog and twitter sphere, in which politicians are analysed and judged on a minute by minute, second by second basis. Politicians are no longer given the opportunity to properly articulate their thought and opinions, due to time pressured and confrontational interviews. The primary consequence of this is that politicians increasingly are forced to rely up sound bites in order to feature on the nightly news, and to gain publicity. Unfortunately, this has led to a situation in which politicians are averse to giving longer, more honest and articulated answers due to the potential weakness these answers pose to their media coverage and thus, public image. Another consequence of the adversarial environmental cultivated by interviewers is that outspoken politicians, who are willing to be open about their views are typically cast as eccentric and unelectable, rather than praised for their honestly. Moreover, the nature of 24-hour news, with its constant need for new headlines and talking points has created a climate in which the executive is highly publicised at the expense of the legislature-as decisive action sells more papers than legislative discussions. Legislative discussions, and reasoned debate and deep analysis of iss ues are often labelled indecisive, or inconclusive, which stifles the proper functioning of the legislature. This further reinforces a system where the executive is almost entirely predominant over the legislature, a situation considered an aberration by most constitutional scholars. The rise of TV leadership debates has created an entirely new paradigm in British politics, with identikit leaders parroting sound bites to a disillusioned public. The 24 hour news cycle has contributed to the growth in the number of career politicians, and especially candidates with media backgrounds. This has led the number of politicians with real world experience declining, and the rise of the political class. The rise of TV debates and 24 hour rolling news has increasingly forced parties to ignore or disown prominent and distinguished members in response to the changing media environment. The most recent and notable example of this was the treatment of Sir Menzies Campbell both internally in the Liberal Democrats, and externally by the media. Widely considered a distinguished politician, with years of loyalty and eminent service to the House of Commons and the Liberal democrats, Menzies Campbell faced significant pressure to resign in part due to his age, and the negative effect this had upon public perception of his competence. Despite accusations of ageism from multiple parties, Campbells position proved untenable due to the supposed electoral weakness which his age represented. His was the notable cases in which the modern media were primarily focused upon irrelevant personal characteristics, rather than judging a politician upon their political views or achievements. The media has also had an effect not only upon individual politicians, but upon politics as a whole. Large media companies such as News Corp have, in recent years, acted as powerful pressure groups, who are exceedingly resistant to regulation or oversight. The Leveson inquiry is an apt example of this, as many media outlets have at times decried its recommendations for more press regulation and have spun the narrative of the inquirys recommendations being contrary to the freedom of the press, even in light of the phone hacking scandal. One of the most damaging results of the 24 hour news cycle, and constant evaluation of governmental performance is that it has encouraged short-termism in government spheres. A policy which doesnt deliver immediate results, but which would be better in the long term is unlikely to be approved, as without immediate results a policy could be spun as a failure by the opposition or the press. This move towards short-termism is another way in which legislat ive discussion, analysis and planning is stifled in favour of bold, decisive decision making, as this portrays the government in a more favourable light, potentially at the expense of the national interest. In summary, I would suggest that the media has fundamentally altered the nature of British politics. It has changed candidate selection, the political and social make-up of the house of commons, governmental behaviour, and with the growth of the internet, blogging and social media, this trend seems unlikely to be averted. While the effect which the media can have upon politicians is profound, the media can also have a significant impact upon legislation, and while it is rare, a media outcry can affect policy. The most notable case in which this has happened is the Dangerous Dogs Act 1991. It was enacted in response to sensationalist newspaper reports during 1990/91 which painted the problem of dogs attacking small children as a new and terrifying phenomenon. The resulting media furore led to the governmental pushing ill-conceived legislation through the house. The absurdity of the act in its initial form was highlighted when a dog named Woofie was almost put down for barking at a postman. The act has since been modified on multiple occasions, and is typically held to be a classic example of the medias potential power over government, and the potential problems which can ensue. In conclusion, media influence on voter behaviour is highly variable, and all three theories have merits and weaknesses, with Reinforcement theory and the Agenda setting theory being the most relevant to modern Britain, while empirical data is limited and inconclusive, however, it is certain that the media has less direct influence upon voters than it does upon politicians. The changing nature of the British media has led to politicians being so constricted in their media appearances that it has negatively affected British politics, and those politicians who dare to express themselves are castigated and marginalised. The prominence of 24 hour news, and the rise of TV debates had led to the rise of a new political class primarily comprised of career politicians, or those who have transitioned from politics directly from media-linked jobs, due to their ability to manipulate the media rather than their political beliefs, their character or significant contributions to their party or the nation. The rise of social media has further contributed to the Age of Contempt and the short-termism which it has engendered. While the media has an effect upon voters, it has been far less pronounced than upon politicians. The rise of this new media climate has had a broadly negative effect upon political life. This is exacerbated by the unaccountability of media barons, and their ability to act as self-interested pressure groups to resist regulation. While the age of contempt is preferable to a time of excessive deference, the political culture is has created may be just as damaging in the long term.

Rates of Reaction :: GCSE Chemistry Coursework Investigation

Whether the strength of Hydrochloric acid will affect the speed of the rate of reaction when reacting with Magnesium Ribbon. I want to find out whether the strength of Hydrochloric acid will affect the speed of the rate of reaction when reacting with Magnesium Ribbon. Variables There are two important independent variables in my investigation the first of which is the concentration of the Hydrochloric Acid used during the investigation. The concentration of the acid will partly determine how fast the reaction takes place, if we put some of the magnesium ribbon into the HCL at 2molar then it might have simply dissolved within a few seconds and then I would not have had time to record down any decent enough results to plot a graph with. The other important independent variable that will affect the speed of the rate of reaction is the length of magnesium ribbon. We need to put enough Mg Ribbon into the HCL so that it doesn’t run out straight away but also so that the experiment stops by itself once the gas syringe has filled up. The reasons for choosing these two independent variables are that it would be too hard to try and find a catalyst for this experiment; a catalyst is a substance that increases the rate of a chemical reaction without being consumed in the reaction. Finding a catalyst for this particular experiment could take months never mind the amount of time we have been given for our experiment. The independent variable that I will change is going to be the hydrochloric acid, we will use 50ml of HCL at the following molarity concentrations; 2molar, 1.6molar, 1.2molar, 0.8 molar and 0.4 molar. I have decided to experiment with these different strengths of molar because I think it will give a wide set of results to put into a graph. The dependant variable I shall be measuring will be the time it takes for the magnesium to completely react with the hydrochloric acid, I shall record the times for each concentration of hydrochloric acid three times so that it makes it a fair test. To ensure the investigation is fair we will use the same length of magnesium ribbon for all the different strengths of hydrochloric acid and the length will be the one that we picked out from the preliminary experiments. Another way in which we will keep the investigation fair will be to carry out an experiment at each concentration of hydrochloric acid three times so that we can then get hopefully around the same outcome from each experiment, and if there are any anomalies we can try to explain why they happened.

Poetry †Alliteration Essay

The first poem ‘Sonnet 130’ by William Shakespeare has a humorous view on the traditional ideas of beauty. The poem is a five duplet metre with the stressed sounds starting on the second word of each line. Each line has the same amount of stressed and unstressed patterns which is very common for sonnets to make it quick and easy to read. The five duplet pattern never mimics human speech in the way a four duplet pattern does. The end of each alternating line has a distinct rhyming pattern which goes on throughout the poem. There is also an assonance pattern with each of these words. The first line ‘My mistress’ eyes are nothing like the sun’ shows use of a simile the same as most of the last line ‘I think my love as rare as†¦Ã¢â‚¬â„¢ More use of similes could have been made in the following lines. There is an example of weak alliteration in line eleven ‘I grant I never saw a goddess go’ There is a metaphor in line four when he talks about his mistress’ hair, saying they are ‘black wires’, this view today would be a completely different view from when the poem was written. In our modern time we think of electrical wires coming out of her head. Most of the poem gives negative connotations, the words ‘sun’, ‘red coral’, ‘perfume’ and ‘music’ provides beautiful images. The denotations are her eyes do not shine like the bright sun, her breath ‘reeks’ unlike the smell of perfume and her voice is not pleasant to hear unlike music. The second poem Philip Larkin’s ‘The Trees’ is a twelve line poem that seems to compare the life of a tree to human life. In each stanza the first and fourth line, the end word rhymes with one another along with the second and third last word also rhyming. There is a four duplet pattern with the stressed pattern on the second syllable of each line. Each of these words show a clear assonance pattern with the words ‘thresh’ and ‘afresh’ repeated three times, when spoken aloud almost sound like the wind rustling through the leaves of the tree.

Four Season Hotel Analysis

Amy Huboi TIP-Four Seasons Resorts and Hotels The company that I have chosen for the theory in practice report is the Four Seasons Resorts and Hotels. The company is dually listed on the New York Stock Exchange under the ticker symbol FS and it is listed on the Toronto Stock Exchange under the ticker symbol FSH. The company originated in Toronto, Canada over forty years ago when owner and CEO, Isadore Sharp, opened up the first Four Seasons hotel. His concept was to create a chain of luxury hotels that offered excellence in service and amenities.The hotel currently has sixty-four properties in twenty-nine countries. The majority of properties are held under the Four Seasons and Regent hotel brands. The company has also established branded share ownership properties and private residences. My personal interest in this company is a result of my husband’s employment at the Four Seasons Aviara over the last nine years. I have seen first hand how this company takes immense pride in their staff and their well-being.The company also has extensive training for employees and provides many benefits, such as promotions and management training programs. The company has been extremely successful throughout the years because of their strong focus on specific market segments and their needs. The company has utilized successful strategies, which have aided in their financial success and stability when other competitors have failed or taken a loss. Chapter 1 Mission Statement and Values The Four Season’s has created a mission and values statement that encompasses the company’s goals, beliefs and principles.The mission statement has been developed to serve as a starting point for the company’s overall business strategy. It is also meant to be a source of guidance for Four Season’s employees. Their mission statement incorporates four important attributes of the company; â€Å"who we are,† â€Å"what we believe,† â€Å"how we behav e,† and â€Å"how we succeed[1]. † The Four Seasons main purpose is to provide the finest luxury accommodations to their guests. The company’s goal is to be regarded as the best in hotel and resort management.The Four Seasons believes their employees are their most vital assets. The quality of the employees is paramount for the company in their achievement of organizational objectives. Four Seasons believes it takes a unified and cooperative employee effort to satisfy the guests’ needs and to achieve success in the industry[2]. The company has developed the philosophy that individuals (employees and guests) should be treated fairly, ethically, and respectfully. Four Seasons has adopted the â€Å"Golden Rule,† which states: â€Å"Do unto others as you would have others do unto you[3]. This has become the underlying foundation for the Four Seasons company culture. Although the Four Seasons wants to be known as the leader in the luxury hospitality ind ustry, they have a strong belief that the pursuit of this objective should not overshadow their high ethical standards. The overall financial goal of the company is to earn â€Å"a fair and reasonable profit† in order to protect the investments of all stakeholders[4]. Four Seasons also focuses on long-term strategies, which ensures profitable growth. Chapter 2 Porter’s Five Forces ModelRisk of Entry by Potential Competitors: Low The companies in this specific industry offer customers a highly differentiated product. The luxury hotel industry has high brand loyalty among their customers. This can be justified by the premium price customers are willing to pay for a hotel room. According to Karl Huboi: â€Å"Once a guest experiences luxury hospitality they will never settle for anything less[5]. The existence of strong brand loyalty is difficult for new entrants to break unless they offer a superior service, which can be quite costly.It is difficult for new entrants to g ain access to the capital requirements needed to develop and build a luxury hotel. It can cost over $200 million to build a new luxury hotel and this does not include the cost of employees and marketing[6]. The industry’s incumbents have established relationships and experience, which enables them to achieve significant cost savings. In addition to brand loyalty and costs the new entrants must also contend with the probability of retaliation from the established hotels. Rivalry Among Established Companies: HighThe luxury hospitality industry is fairly concentrated. There are approximately 10 key competitors of the Four Seasons. The hotel companies are: Accor, Fairmont Hotels, Hilton, Hyatt, Millennium & Copthorne Hotels, Orient-Express Hotels, Ritz-Carlton, Starwood Hotels and Resorts, Thistle Hotels and Wyndam[7]. The level of diversity among the companies is medium to low because the majority of the companies provide similar types of high quality service. The high cost of b uilding, furnishing and servicing the hotels in the industry create high fixed costs and high exit barriers.In addition to monetary costs the companies also have strong relationships and bonds with employees, investors and guests, which are difficult (financially and emotionally) to divest. As a result of the economic downturn in the last few years the hotel industry has experienced slow or even stagnant growth. There were several hotel companies that held back development projects and laid off employees in order to avoid a financial loss. Currently, there has been a steadily increasing demand for luxury hotels in the lodging industry. The Four Seasons, Ritz-Carlton, Starwood luxury collection, St.Regis and W Hotels luxury chains are the primary hotels that have begun to witness the increase in consumer demand[8]. Power of Buyers: Low The consumers of the luxury hotel industry purchase a low volume in relation to the industry’s total capacity. The level of differentiation tha t the companies offer is high. This makes it difficult for consumers to compare luxury accommodations with standard accommodations. Consumers that want to stay at hotels, such as the Four Seasons, are willing to pay the higher premium because they value the service.When the quality of the service is high the buyer usually has low pricing power. There is very little threat of backward integration from the consumer due to the high costs of startup in the luxury hotel industry. Power of Suppliers: Medium The number of suppliers to the hotel industry is extremely high. The types of suppliers for hotels include: furniture suppliers, linen and bedding suppliers, food suppliers, decor suppliers, appliance suppliers, and uniform suppliers. The availability of substitutes is generally high, except when supplies are developed exclusively for hotels.For example the Four Seasons uses specially made Bulgari and L’Occitaine products in their hotel bathrooms. The Four Seasons also has mattr esses made specifically for the hotel rooms. In instances like these hotels can become reliant on specific supplies. The majority of hotels have regional contracts with suppliers. This locks the hotel companies into using certain suppliers and creates switching costs. Supplier power is slightly reduced by their reliance on the hotel industry, especially in the case of uniform and food suppliers[9]. Power of Substitutes: LowThere are substitutes for lodging, such as camping, hostels and motels, but none of these offers the service and amenities that luxury hotels provide to their guests. This is the main reason why there is a low threat of substitutes to the luxury hotel industry. Overall, the luxury hotel industry can be relatively profitable due to the low threat of new entrants, low power of buyers and low threat of substitutes. Chapter 3 Building Blocks of Competitive Advantage There are four â€Å"building blocks† that create a competitive advantage for companies: superio r efficiency, superior quality, superior innovation and superior customer responsiveness.Each of these factors can contribute to increasing the consumer’s perception of quality and decreasing the company’s cost structure[10]. The Four Seasons Hotels strives to achieve superiority in each of these components thus allowing them to maintain an advantage over their key competitors. At the Four Seasons employee productivity is the main measure of efficiency. The company has developed a rigorous interview process to ensure the hotel hires employees that match the Four Seasons criteria. Four Seasons requires that their employees have strong moral values, teamwork mentality and high quality work ethics[11].The Four Seasons has also developed extensive employee training in order to further develop the employee’s skills and traits. The company believes in empowering their employees in order to shorten the process when dealing with problems. This gives the employees a sens e of importance and pride at work regardless of their status at the hotel. The Four Seasons also provides full benefits and other perks, such as â€Å"comp nights,† in order to further generate employee satisfaction, productivity and to realize the guests experience[12].The superior quality of the Four Seasons experience is measured by the guest’s perception of service and value. A key indicator of the consumer’s value for the Hotel’s service is the achieved daily room rates (ADR). If a guest perceives the quality and value of the Four Seasons to be high then he/she is willing to pay a higher room rate. The company’s overall ADR has increased by 4. 3% in 2003. This was above the average ADR for the luxury hotel segment. The high quality of the Four Seasons service/product is also reflected in the numerous awards and accolades they have received.Several of the Four Seasons have achieved the five diamond status, which is a prestigious award given by the American Automobile Association (AAA). In 2004 the company had 19 properties that were awarded five diamonds[13]The Four Seasons has also dominated many surveys and polls, such as Andrew Harper’s Hideaway Report. In 2003 the company had over 13 hotels listed on the top fifty of the Harper’s Hideaway Report[14]. The Four Seasons has been a pioneer in developing innovative standards in the hotel industry[15]. They were the first U. S. ompany to include bathroom amenities, like shampoo, bathrobes, hairdryers and make-up mirrors in their hotel rooms[16]. The Four Seasons provides 24-hour room service, overnight dry cleaning, shoe shining and fitness centers. The hotels also prepare specialty meals for guests who prefer low fat meals or who have dietary requirements. The innovation of these standards has created and strengthened brand loyalty among guests who value these types of services and attention to detail. The Four Seasons has made an unwavering commitment on pro viding â€Å"uncompromising service† to their guests[17]. Uncompromising service is more than a paper strategy, it has become the defining competitive difference for Four Seasons[18]. † The power that the company gives to their employees allows them to quickly and efficiently handle the most unusual requests. This enables the company to exceed the guest’s expectations of consumer responsiveness. Chapter 5 Business-Level Strategy The Four Seasons has developed their business strategy based off the concept of differentiation. They provide their guests with a distinctive and unique level of service.Their customer focus is primarily business travelers, corporate groups and leisure travelers. Although the hotels generally attract certain clientele the Four Seasons policy does not allow for discrimination and believes all guests deserve the same exceptional experience[19]. The company has created a strategy that focuses on four important components. The Four Seasons co ncentrates on â€Å"small to medium sized luxury hotels[20]. † This allows hotel management to effectively operate each hotel and provide the guests with more intimacy. The hotel company also concentrates on hotel management services instead of hotel ownership.Management service is one of the Four Seasons main distinctive competencies. The company has established partnerships with investors who provide the backing for hotel development. The investors receive ownership in the hotels while the Four Seasons takes sole responsibility for managing the hotels and resorts. Approximately, ninety to ninety-five percent of the companies earnings are a result of the management fees[21] The company currently has majority ownership in only three properties[22]. Another component of Four Seasons strategy is their â€Å"golden rule† philosophy.The company believes it is important for every level of employee to participate in treating others fairly and respectfully. This principle cre ates an atmosphere, which facilitates a positive work environment and adds to the guest’s experience. The Four Seasons has also identified their â€Å"uncompromising service† as another component of their strategy and as their â€Å"distinctive edge† against competitors[23]. The company’s knowledge and background in creating unique experiences for customers provides the Four Seasons with pricing power thus giving the company an advantage over rivals. Chapter 6 Mature IndustriesThe hotel industry is a mature industry. There are several different types and sizes of hotel companies, but the larger companies generally dominate the industry. The luxury hotel segment focuses more on non-price competition to deter new entrants, such as market penetration, product development and market development. The Four Seasons concentrates on increasing their market share and continuous growth by developing new hotels in different regions. At the end of 2004 the number of F our Seasons properties will have reached 70. The company president, Isadore Sharp, hopes to have a total of 100 properties by 2010[24].The Four Seasons has also begun to expand into new niches or markets with product proliferation. In 1997 the company opened its first luxury vacation ownerships (timeshares) at the Four Seasons Resort Aviara in Carlsbad, California. The company believes this is another way to reach and satisfy guests who value the quality of Four Seasons experience. â€Å"The Four Seasons Residence Club experience will bring an exclusivity, privacy, luxury and service level never before available in the vacation ownership arena[25]. † They have also opened up residence clubs at the Scottsdale, Jackson Hole, and Punta Mita properties.In addition to the fractional ownership venture the company has also developed private residences in Jackson Hole, San Francisco, Miami and Scottsdale. The luxury hotel segment rarely uses price-based competition, such as price sig naling or pricing games. These types of tactics can drive down room rates to a level that is not profitable for any company in the industry. This is not the goal in the luxury hotel segment. Many companies, like the Four Seasons, want to create superior value so they can justify the premium room rates. The Four Seasons does not believe in using pricing games as a strategy to deter entry.It against their policy to cut prices as a competitive means. This strategy is warranted by the fact that the hotels attract guests based on the product not the cost[26]. Chapter 7 Technical Standards There are many established standards or specifications that must be upheld for a hotel to be classified as a luxury accommodation. These standards are also important in the selection of hotels to be deemed a five diamond or five star establishment. According to the AAA the factors to be considered when judging a hotel are its age, size, architectural design and appeal. In ddition the AAA bases its asses sment on the guests overall impression of the establishment[27]. It is important for luxury hotels to follow these criteria and to receive superior evaluations because these ratings impact the hotels credibility among consumers. There are also other specific features that hotels must have in order to achieve five star or five-diamond status. Some of the examples are: valet service, 24 hour room service, live flowers and plants inside the rooms and premises, real wood detailing, fine art work, fitness centers, minimum of two restaurants (one being fine dining) and pressing services[28].These standards make up the dominant design for each Four Seasons Hotel. This means that every hotel that is built must adhere to certain specifications that have been established by the industry. The differences that do exist among the hotels are seen in varying features such as the furnishings, architectural layouts, color schemes and locations. Chapter 8 Multidomestic Strategy The Four Seasons has f ollowed a multidomestic strategy throughout their expansion into international and domestic regions. The key distinguishing feature of multidomestic companies is that they extensively customize both their product offering and their marketing strategy to match different national conditions[29]. † This strategy is also feasible when the company is not reliant on cost reductions for maximizing profitability. In the luxury hotel industry it is necessary to modify certain aspects when entering the global market. The Four Seasons has maintained the highest levels of local responsiveness in their aggressive overseas expansion.The modification of the hotels for different regions is often reflected in the hotel design and in the service features. When the Four Seasons builds hotels they always take into account the natural environment of the location. For example the, Four Seasons Resort Maldives at Kuda Huraa have been designed to resemble the tropical huts of the region[30]. The Four Seasons also considers the size of the hotel when entering a new location. It is important to not build a hotel that over scales its environment because it could be seen as offensive to the community.The Four Seasons is also conscious of blending the local culture in with the service features of the hotels. For example each hotel offers cuisine that is unique to its location[31]. The Four Seasons has been successful at transferring their distinct corporate culture and core standards to each hotel it manages. The company is not overly concerned with lowering costs thus making it possible for them to provide customized service and quality regardless of the hotels location. The premium rates charged by the Four Seasons for their customized product offering offsets the added costs of being locally responsive. Chapter 9Horizontal Integration In the mid 1990’s the Four Seasons decided to horizontally integrate by acquiring Regent International Hotels, a luxury hotel chain in Asia[ 32]. The Regent brand was experiencing a significant financial burden and was on the verge of bankruptcy. The Four Seasons decided that acquiring the Regent Hotels would help them build their market share. After being extensively investigated by Regents investors, the Four Seasons was sold the right to takeover Regent’s fifteen properties[33]. The acquisition allowed the Four Seasons to become â€Å"the dominant company in the luxury hotel market worldwide[34]. After the Four Seasons became listed on the New York Stock Exchange and the Toronto and Montreal Stock Exchanges in 1997, the company decided to sell off the Regent brand. The Four Seasons sold only the â€Å"rights to future development of the Regent Brand name to Carlson Hospitality Worldwide, a global leader in hospitality services[35]. † The agreement between Carlson and Four Seasons allowed both companies to utilize the Regent brand reputation as a source of competitive development. The Four Seasons still maintains ownership rights to eight of the established Regent Hotels.The Four Seasons was fortunate to acquire another company that actually increased their overall value and market share. Traditionally it is difficult for firms to successfully horizontally integrate because of the difficulties associated with merging company cultures and accurately estimating the benefits of integration[36]. The company was able to look past any potential risks in order to see the future opportunity for growth. Chapter 10 Joint Ventures The Four Seasons has recently formed a joint venture with the cruise ship developer, Ocean Development Group.The companies plan to develop and launch the luxury cruise ship by 2006[37]. The Four Seasons will be responsible for managing the cruise ship. The concept for the cruise ship is similar to the ResidenSea, which provides its guest with the atmosphere of home while at sea. The joint venture is beneficial for both companies because they can share the risks and costs associated with the development and marketing of the cruise ship. The business venture also allows each company to focus on providing their specific assets and capabilities that will enhance the success of the project.The Ocean Development Group will own the cruise ship and will be responsible for the cost of development. The Four Seasons will use their distinctive competencies in management service to operate the hotel under their name. The company will use their skills in customer service to create an atmosphere that is comparable to any Four Seasons on land. IRME’s SouthWest: Both the Four Seasons and Soutwest airlines have developed strong company cultures. The companies also view their employees as their most important asset.Both companies believe that productive and loyal employees are a source of efficiency and profitability for the company. Southwest uses employee efficiency to lower costs and the Four Seasons uses their employees to create high differentiation. Harley Davidson: Both Harley Davidson and Four Seasons focus on providing their customers with a highly differentiated product/service. The companies have also developed strong brand loyalty among their customers by providing a unique experience and by being responsive to customer needs. Airborne Express: Both companies have not developed extensive advertising campaigns (i. e. TV ads).Airborne Express has avoided this because they want to avoid attracting certain customers (like non-business shippers). The Four Seasons does not advertise on a large scale because they do not need to appeal to the general public. Their customer focus is only on specific market segments, like the business traveler. It would be a waste of resources for both companies to participate in mass marketing because of their customer focus. Dell & Shaw: The Four Seasons, Dell and Shaw have all developed strong business models, which have added to their profitability and allowed the companies to experience signi ficant advantages.Dell developed the direct selling business model, which allowed the company to capture a specific market (big businesses and knowledgeable buyers). Shaw developed a business model focused on providing inexpensive wine by mass marketing. This allowed the company to realize economies of scale and lower cost savings. The Four Seasons has developed a business model that is based on providing differentiated service by focusing on their expertise in hotel management services instead of hotel ownership.Coke & Pepsi: The Four Season’s key competitor is the Ritz-Carlton, but unlike Coke and Pepsi the companies do not participate in competitive pricing and marketing strategies. Interesting Points An interesting fact that I have learned from doing this report is that the Four Seasons main business focus is in providing hotel management services. I was unaware that they only had majority ownership in three properties. I also did not realize that they had several differe nt investors for each developed property.This strategy has been successful for the Four Seasons, because it allows them to earn significant profits (an operating margin of 53% in 2003) through the use of specific skills and assets[38]. Another interesting thing I have learned is that the Four Seasons was able to maintain profit levels well above their competitors throughout the past economic downturn. The company refused to lay off employees and cut room rates (which is important to my husband and I) when several other hotel companies made significant cutbacks to decrease their overall costs.The Four Seasons believed that lowering cost and service standards would ultimately have an adverse effect on the company’s reputation and established brand loyalty. This strategy has allowed the company to retain their status and to earn higher ADR than their competitors. Works Cited AAA Five Diamond Award. 2004. www. ouraaa. com Four Seasons Annual Report. 2003. www. fourseasons. com. F our Seasons EmPact. 2004. Karl Huboi’s Employee Handbook. â€Å"Four Seasons Receives Top Billing by Readers of Andrew Harper’s Report Rank as Best City Hotel in the U. S. and Abroad Plus Best Hotel in 10 Major Cities. † PR Newswire. (September 9, 2003). ww. factiva. com. Four Seasons Resort Maldives at Kura Huraa. 2004. www. fourseasons. com. Garrahan, Matthew. â€Å"A New Spring for Four Seasons. † Financial Times. (November 26, 2004). www. factiva. com Hill W. L. , Charles and Gareth R. Jones. Strategic Management Theory: An Integrated Approach. (Boston: Houghton Mifflin Company, 2004). Hoover’s Company Profiles. Four Seasons Hotels Inc. (November 14, 2004). www. factiva. com. Huboi, Karl. Interview with Four Seasons Employee. (December 1, 2004) Warson, Albert. â€Å"Hotels are Hot. † Mortgage Banking 65. (October 1, 2004). www. factiva. com. ———————– 1] Four Seasons Annual Report, ( 2003), p. 6, www. fourseasons. com [2] Four Seasons Annual Report, p. 6 [3] Four Seasons EmPact, Karl Huboi’s Employee Handbook, p. 8 [4] Four Seasons Annual Report, p. 6 [5] Karl Huboi , Interview with Four Seasons Employee, (December 1, 2004) [6] Karl Huboi [7] Hoover’s Company profiles, Four Seasons Hotels Inc. (November 14, 2004), www. factiva . com. [8] Albert Warson, â€Å"Hotels are Hot,† Mortgage Banking 65, (October 1, 2004), www. factiva. com. [9] Karl Huboi. [10] Charles W. L. Hill and Gareth R. Jones, Strategic Management Theory: An Integrated Approach (Boston: Houghton Mifflin Company, 2004), p. 6 [11] Karl Huboi [12] Karl Huboi [13] Four Seasons Annual Report, p. 11 [14] â€Å"Four Seasons Receives Top Billings by Readers of Andrew Harper’s Report Rank as Best City Hotel in the U. S. and Abroad Plus Best Hotel in 10 Major Cities,† PR Newswire (September 9, 2003), www. factiva. com. [15] Four Seasons EmPact, p. 7 [16] Four Seasons EmPa ct, p. 7 [17] Four Seasons Annual Report, p. 8 [18] Four Seasons Annual Report, p. 8 [19] Karl Huboi [20] Four Seasons Annual Report, p. 7 [21] Matthew Garrahan, â€Å"A New Spring for Four Seasons,† Financial Times (November 26, 2004), www. factiva. om. [22] Four Seasons Annual Report, p. 7 [23] Four Seasons Annual Report, p. 7 [24] Matthew Garrahan [25] Four Seasons EmPact, p. 8 [26] Matthew Garrahan [27] AAA Five Diamond Award, (2004), www. ouraaa. com. [28] Karl Huboi [29] Charles W. L. Hill and Gareth R. Jones, p. 272 [30] www. fourseasons. com/maldives/index. html. [31] Karl Huboi [32] Four Seasons EmPact, p. 8 [33] Four Seasons EmPact, p. 8 [34] Four Seasons EmPact, p. 8 [35] Four Seasons EmPact, p. 8 [36] Charles W. L. Hill and Gareth R. Jones, p. 304 [37] Hoover’s Company profiles [38] Four Seasons Annual Report, p. 12