Saturday, January 25, 2020

On becoming white :: Ethnicity Personal Narrative Racial

On becoming white As a European immigrant in the USA, I have encountered many new cultural phenomena in the last 4 _ years that have challenged me to perceive who I am differently. This experience has been even more polarized by the fact that I have lived most of that time in Los Angeles, a melting pot to be reckoned with. Coming to America, I expected these adaptations to my Irish self but the intensity of becoming cognizant of my label of 'whiteness' has mocked the limitations of my anticipations. This cognizance really ensued when I first started work as an educational therapist in a residential placement for severely emotionally disturbed teenage girls. Being in such a arbitrary position of power was difficult enough with people who have issues with control and lack of respect from elders but I also happened to be the only male ever in this position at the facility and a "white guy" to boot. Ninety percent of my clients happened to be Latina or African American. This ethnic flash point did not initially bother me because of my lack of awareness of its existence and my naive determination that it was not important for my therapeutic and educational goals. However, of course I had not really considered at that time what being 'white' really entails in this society. Consideration of one's identity is obviously key to successful educational and therapeutic interventions but it took the actual experience of being what I call "white-washed" to make me realize that skin color may a ctually have something important to do with one's perceived identity. The incident actually occurred in my home in a banal everyday interaction with a plumber who was fixing our shower. Firstly, the plumber who was Caucasian continually bombarded his younger, Latino assistant with racial insults mostly to the tune of "you stupid Mexican". When he realized that we were staring at his comments he explained that his assistant "gets it from his mother's side". This young man was in fact the plumber's son! He then went onto talking about how America is today, and how being a fellow American, I should understand that. Of course I immediately responded with: "I'm not American," to which he countered: "Oh! I thought you were white!.....I mean American." I think that this slip by the plumber reveals something of great importance about attitudes, assumptions and beliefs about ethnic identity that is very open to semiotic analysis.

Friday, January 17, 2020

Implement and Monitor marketing activities Essay

BBQfun is company specialised in outdoor lifestyle supplies. The company is mainly implemented in Brisbane and its surroundings and aim at growing throughout the country. In order to achieve this goal, BBQfun has established a few marketing strategie. The goal of this report is to analyse these strategies and ultimately their efficiency. BBQfun marketing strategies analysisAt BBQfun, stakeholders are responsible for the management of the company’s operations. Indeed, according to the CEO’s statement, â€Å"For our stakeholders it has always been about stewardship and to adhere to professional and moral standards of conduct in all that we do†. Although the organisational review does not expand on the stakeholders’ moral and professional standards, it can be assumed that the word â€Å"stewardship† means management. Management is a broad word that would need to be defined in more details. Indeed, it does not appear throughout the organisational review that the different stakeholder’s roles are clearly and precisely defined. Hence questions can be raised about who is responsible for the marketing activities at BBQfun and how implementation and monitoring are conducted. According to the organisational review, the marketing and non-marketing professionals are â€Å"self-directed teams†. Hence another question can be asked on how strategies are communicated to them and what kind of briefing they had received to implement such strategies. It also raises the question of consistency throughout the different stores, especially if BBQfun aims at being a national company. Indeed the BBQfun’s big pic ture is to be a national leader in its industry within the next ten years. However, there is no information on the short term objectives that would lead to the achievement of this goal. Their role and responsibilities are not mentioned either. This is even more concerning as according to the  organisational review, BBQfun overall SWOT analysis remains the same as the one made in 2008. This indicates a lack of performance measures or at least issues in their ability to act on their weaknesses and take advantages of their opportunities. Also, it can be noted that there are discrepancies between BBQfun vision statement and their actual focus. Indeed, in their vision statement the chair of the board insist on delivering high quality product, but in reality a cost cut strategy is put in place as price of sourcing has been prioritised. This indicates a poor communication strategy throughout the company and can easily counter act the flow of the marketing strategies that have been chosen by the stakeholders. Additionally, a review of their PEST analysis should be performed as the organisational review shows a change in economic and social behaviours. Indeed it is mentioned that interest rates are rising, that the employment rat e is different than the one estimated and that the â€Å"trend towards house proud purchase is growing stronger than anticipated. This statement should give rise to new opportunities for BBQfun. The objective of the marketing campaign is to increase sales. Three types of products have been identified: BBQs, outdoor furniture and BBQ consumables. Three types of marketing activities have been put into places: radio advertisement, magazine/PR and direct marketing campaign and advertisement through loyalty programs. The resources required for the first strategy are straight forward yet pricy. For that type of campaign financial and human resources are needed as well as the appropriate choice of channel. If BBQfun intends to grow nationally, it might want to choose a national radio station. Human resources would include the marketing project and designers personnel. The same kind of resources is needed to implement the second type of strategy, although the channel would be different. The third strategy requires building a customer database. Hence little is needed but a website, an email address and the designer and IT personnel. Communication and team building are something lacking when only referring to the organisational overview. This should come first from the board to communicate clearly the objectives and the process of implementing these strategies. These should be clearly thought and put in place along with the marketing plan. Change of suppliers has been one way of implementing their strategies along with finding the right channels to implement their radio and PR strategies. BBQfun also managed to increase  their customer database to implement their third strategy. Monitoring the return of their investment is mostly done through sales figures. ConclusionBBQfun has a vision to expand nationwide. In order to achieve their goal they put into place a few marketing strategies. However it seems that a proper marketing plan is lacking and this issue should be addressed as soon as possible in order for them to maximise their return and have a higher impact.

Thursday, January 9, 2020

Technology Adoption Life Cycle The Chasm - 1552 Words

Crossing the Chasm The Chasm: Technology Adoption Life Cycle describes the evolution of any given community’s acceptance of a disruptive innovation; organizing it around four key stages. It starts with innovators and moves to early adopters, early majority, late majority, and finally laggards. In his book Crossing the Chasm, Geoffrey A. Moore says that there is a big chasm between the early adopters and the early majority. He says that early adopters are willing to sacrifice for the advantage of being first and are ready to get ahead of the herd by taking a risk with a promising but still unproven technology. The early majority waits until they know that the technology actually offers improvements in productivity. The challenge he says, for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment. (Crossing the Chasm, 3rd Edition by Geoffrey A. Moore) Learning: The sooner and faster a product moves from early adoption to early majority, the smaller the chasm. Early adopters are visionaries who view innovation as a change agent whereas early majority are pragmatists who view innovation as productivity improvement. Based on our learning in the class, to take a product in early adoption to early majority, one has to define the whole product, determine pricing and distribution strategy for the mass market and then launch the product. Failure to cross the chasm: Cisco is a technology giant and for two decades, was managed by aShow MoreRelatedTechnology Life Cycle1066 Words   |  5 Pagesnew technologies goes through a technology adoption life cycle in which certain market groups adopt the product before others are willing to do so. Here is each of the market groups: Innovators, early adopters, early majority, late majority, and laggards. 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