Distributive vs Integrative Bargaining

Distributive and integrative bargaining requires different strategies, tactics and skill sets in a negotiator to be successfully implemented. Distributive bargaining is know as a win-lose situation based on a fixed amount that has to be divided, whereas integrative bargaining is a win-win situation based on a mutually satisfactory solution. Distributive bargaining is most often referred to as a fixed pix negotiation. There is only so much to go around and it creates a competitive or sometimes argumentative negotiation with both sides vying to get the bigger share.This style negotiation is typically used between parties that have no prior history, and little likelihood of future negotiations. There are many different strategies used in a distributive negotiation, one of which is assessing the other party’s target and resistance points. This can be very hard for a negotiator to accomplish, as there is very little sharing of information in this style of negotiation. Both parties keep information to themselves, as they do not want the opposing side to be able to determine their room to maneuver in, as they want to get the best deal or bigger part of the pie for themselves.Along with this is a negotiating strategy is to manage the other party’s impressions; this can be done by passing along false information or incomplete information to keep another negotiator in the dark. There are many different tactics used in distributive bargaining. One seen in different forms is the use of delaying tactics. This can be done two ways, first by having a negotiator that lacks the power to make a final decision. This adds more time to a negotiation while the agreement is presented to the person who has the authority to approve or reject the agreement.The second delay tactic is by delaying the negotiation past a deadline and thereby incurring a cost or penalty to the other negotiator. However, the most known type of distributive bargaining tactics is the use of hardba ll tactics. Hardball tactics take different forms, but consist for a negotiator taking a firm stand or position and intimidate, push or bully their position onto the other negotiator. Some of these methods include good cop bad cop, lowball and highball, nibble and snow jobs. Integrative bargaining is referred to as increasing the pie in negotiation.This style encourages cooperation to join forces together to create something that works best for both parties. This approach focuses on commonalities rather than differences and working towards a common goal or objective. One of the strategies here is to share information and ideas to create understanding of what is being negotiated to better develop alternate solutions. This is very different from the distributive style as there is no collaboration or information sharing in that approach.Integrative strategies focus on thinking outside the box to create new and unusual solutions whereas distributive is very focused on their positions an d do not look to the parties needs. Integrative tactics includes compromise, unlike distributive bargaining. Compromise actually has many different forms and does not mean that both sides give up something. Variations of compromise include logrolling, creating bridge solutions, cutting the cost for compliance and nonspecific compensation.Both strategies require skill sets that will take time and experience to develop, however integrative strategy is the more difficult one to develop and implement. Integrative bargaining is a mind-set that a negotiator must live and cannot just give lip service to. Without committing to an integrative style from the very beginning a negotiator can send mixed signals and cause confusion in a negotiation. A negotiator must also be able to â€Å"sell† the integrative approach to everyone at the negotiation and be able to move the negotiation towards a collaborative effort.

Retail Services Characteristics

In this paper the most common services characteristics, namely perishability, intangibility, inseparability and heterogeneity will be applied to a well – known retail services brand. In this case the focus shall be on how the aforementioned characteristics apply to Starbucks. In order to better understand the problem the history of the company alongside current corporate objectives will be briefly described. In the following paragraphs the notice will be mainly on the retailer’s ability to cope with the theory’s implications. The first Starbucks coffee shop was opened in 1971 in Seattle.The name was inspired by Moby Dick and the logo which has now become somehow of a cult figure is a twin-tailed mermaid. However it wasn’t until 1987 when a major breakthrough came and the brand started to receive a world – wide recognition. In August, Howard Schultz backed with the capital from local investors bought the Starbucks. Since then the company grew in an e xponential manner which resulted in opening more than 16,000 stores in over 55 countries to this day. Similar as the majority of large enterprises Starbucks also incorporates its own business and social objectives.The goal is to project the brand image in a consumer and environmental friendly way. Their mission statement is to inspire and nurture the human spirit through their exceptional service and high quality coffee. In a very holistic approach they are aiming to improve every aspect of the business, from the customers and employees to the suppliers and shareholders. Moving on from this brief description of Starbucks the focus will now shift to the retail services characteristics, more precisely on intangibility and its implications. Experts agree that a service is intangible because the customer cannot sense it (Newman and Cullen, 2002).It is an abstraction which cannot be directly examined before the purchase. In the case of most goods a prospective buyer is able to inspect th e quality of the good by relying on his senses, whereas a pure service has to be purchased and consumed to fully verify its quality. The level of services’ tangibility can be seen from tangible goods, which are included and consumed within the service offer, it can also be extracted from the physical environment which surrounds the service or with the tangible evidence of the service performance (Palmer, 2005).In the case of various food and drink outlets, goods form an important component of a service offer. This also applies to Starbucks and therefore it is possible to place it somewhere in the middle of the tangible to intangible service dominant scale (Shostack, 1977). Starbucks uses scent of fresh coffee to attract customers and make them sense a tangible good which can be purchased at the premises. The physical environment also plays a big part in customer’s perception of service quality.Starbucks acknowledged this and therefore their outlets are usually very wel l furnished with comfortable chairs, Wi-Fi and other features which give a customer a sense of quality and comfort. Tangibility can be further provided with the evidence of service production methods. This is certainly the case in Starbucks where you can see the whole process of making a cup of coffee. A lack of physical evidences of services quality can increase the level of uncertainty that a customer faces when choosing between competing services.However, Starbucks developed a strong brand associated with quality of services provided and the company values therefore creating a positive image in consumers’ perception. From describing how intangibility applies to Starbucks we shall now turn the attention to another service characteristic, namely heterogeneity. Services heterogeneity means that the quality of services depends on who provides them as well as when, where and how they are provided. Products can be standardized and basically the same for every customer.However, s ervices on the other hand can be delivered in different ways, regarding on customer’s personal requirements. The service must normally be produced in the presence of the customer without the possibility of intervening quality control. Specific problems can occur where staff is involved in providing services on a one-to-one basis. In these cases no easy method of monitoring or control is possible. There are two particular aspects of heterogeneity which are relevant to the services. The first one is the extent to which production standards vary from a norm, both in terms of outcomes and of production processes.The second one is the extent to which a service can deliberately be varied to meet the specific needs of particular customers (Palmer, 2005). In order to tackle the aforementioned aspects of heterogeneity and also to satisfy customer needs retailers usually standardize the service as much as possible without noticeably affecting the perceived customer value. Many service organizations have reduced variability by adopting equipment-based production methods or by offering already prepared menus or meals. However Starbucks took a slightly different approach here then some fast-food outlets.They are offering more than 87,000 different drink combinations. With that in mind they cannot simply standardize the whole process of coffee making. Customers want to see consistency and quality in their stores so for that purpose they offer their front-line staff a basic training and they are also using some motivation tools to enhance staff performance. So for instance they refer to their employees as partners and their pay package is called â€Å"Your special blend†. The heterogeneity of service output can sometimes pose problems for brand-building in services compared to tangible goods.However Starbucks cope with these problems quite well through their excellent staff to management relation which results, again in a strong brand personality. From heteroge neity we shall now shift our attention to another characteristic, which is perishability. Perishability applies to services because unlike goods services cannot be stored for later use. So for an example a factory which produces cars and is unable to sell all its output in the current period can carry forward stocks to sell in a subsequent period.The only significant costs are storage and financing or the possibility of loss through obsolescence. However on the contrary, a producer of a service which is unable to sell all of its output produced in the current period gets no chance to carry it forward for sale in a subsequent period. A great example of perishability is an airline company. For instance if the plane departs at twelve o’clock and the airline company didn’t sell all the available seats, then it is impossible to sell the rest since the plane is already in the air. Another problem which defines perishability is the demand pattern through time.Demand fluctuate s because of many reasons however most common reasons for inconsistency of demand occur during the day, week and season. A typical example of seasonal fluctuation of demand is tourism. During the summer the demand for holidays is often off-peak and hotels by the sea are required to bring in extra work-force. On the other hand the demand in winter is significantly lower and some hotels are therefore unused. Inability to store services and short-term supply inelasticity are leading causes for perishability of services.As mentioned before problems occur when demand pattern is irregular. It can also happen where there is requirement for â€Å"just-in-time† production of service or if demand is not managed effectively (Palmer, 2005). Services providers are trying to even the demand with the use of pricing and promotion or with locating places where demand is more or less even during the day, such as it is in city centres or busy airports. Problems with storing the services have no w also been reduced with recent advancement of technology (Newman and Cullen, 2002).For instance Starbucks uses RFID technology to track perishable food delivered to its cafes thus ensuring freshness of products. Starbucks is usually located there where demand is relatively constant, such as shopping centres and airports and they are also using a lot of promotions ensuring a steady demand through the day. Even their menu is adapted to different seasons of the year. It does not consist only of hot drinks but they also offer other trendy beverages such as smoothies and a variety of bottled drinks which are suitable for hot summer days.Now we shall take a look at the last of four services characteristics. Inseparability of services should be the main topic through the following paragraphs. Inseparability means that the service is produced and consumed at the same time. Both, buyer and seller must be present for the exchange to occur (Newman and Cullen, 2002). The service provider is at the same time also a marketer and promotes both the service and the company. Interaction is of extreme importance in services and therefore the key to success is competent personnel.Inseparability of services leads to customers being co-producers and often being co-consumers of the service with other consumers. They are also usually required to travel to the service provider. This results in management to attempt to separate production and consumption. They are also trying to manage the consumer to producer interaction and improve the service delivery system. Starbucks is a typical example of services inseparability. They are offering a wide range of beverages and customers can choose their own mix.That means that customers are contributing in the production process of a cup of coffee. As mentioned before Starbucks normally furnish their stores in a very comfortable way which means that a lot of customers are consuming the product there, which results in being a co-consumer. Starbu cks stores are often located in city centres and this means that customers have to travel there to receive the service. Maybe in the future Starbuck will offer delivering their products to customers home, but this could possibly take away the charm of visiting a Starbucks coffee shop.However, they are already improving their service system with the opening of drive thru stores. In conclusion it is possible to say that all four services characteristics can be applied to Starbucks. However, some are more visible than others. Starbucks developed an extremely strong brand image and a loyal global population of consumers. This has established them as one of the biggest brands in the world. Through excellent quality of their products, care for the environment and bringing back the sense of community they have already become a household name.They are coping very well with all the services characteristic implications and are always striving for perfection. They are a prime example of the so called â€Å"cultural capitalism† and are setting an example for many companies. References: Adrian Palmer, 2005. Principles of services marketing, 4th edition. Berkshire: McGraw-Hill Education Andrew J Newman and Peter Cullen, 2002. Retailing: environment & operations. London: Cengage Learning Starbucks, 2011. Our heritage [online] Available at: http://www. starbucks. com/about-us/our-heritage [Accessed 16 April 2012 ]. RSA animate, 2010.Slavoj Zizek, First as tragedy, then as farce Available at: http://www. youtube. com/watch? v=hpAMbpQ8J7g [Accessed 16 April 2012 ]. Starbucks, 2011. Our mission statement [online] Available at: http://www. starbucks. com/about-us/company-information/mission-statement [Accessed 16 April 2012 ]. Des Monk, Daniella Ryding, (2007),†Service quality and training: a pilot study†, British Food Journal, Vol. 109 Iss: 8 pp. 627-636 G. Lynn Shostack, 1977. Breaking Free from Product Marketing, Journal of Marketing, [online] Available at: < http://www. jstor. org/discover/10. 307/1250637? uid=24747&uid=3738032&uid=2134&uid=373370127&uid=2&uid=70&uid=3&uid=373370117&uid=24745&uid=5910784&uid=67&uid=62&uid=60&sid=47698847505567 > [Accessed 16 April 2012 ]. Lena Goldkuhl, Maria Styven, (2007),†Sensing the scent of service success†, European Journal of Marketing, Vol. 41 Iss: 11 pp. 1297-1305 Marketingmagazine. co. uk, 2011. Starbucks to open 200 drive-thru stores [online] Available at: [Accessed 17 April 2012 ].Pedro M. Reyes, Patrick Jaska, (2007),†Is RFID right for your organization or application? â€Å", Management Research News, Vol. 30 Iss: 8 pp. 570-580 Starbucks, 2011. Store design [online] Available at: [Accessed 17 April 2012 ]. Starbucks, 2011. Working at Starbucks [online] Available at: [Accessed 17 April 2012 ]. Superbrands. co. uk, 2012. Starbucks [pdf] Available at: [Accessed 17 April 2012 ].

Jumping to an Erroneous Conclusion Essay Example | Topics and Well Written Essays - 500 words

Jumping to an Erroneous Conclusion - Essay Example However, the recruiter was very persistent in encouraging me to join the military and entailed a lot of benefits that can be gained from joining the military. The recruiter said that when I join the military, I could get the chance to travel around the world, to be a rich person, etc. Because the recruiter is smart, polite, and convincing, I have made an erroneous decision that have changed my life completely. Back then, I was an innocent and a naive senior high school student. The offer of a good life after joining the military have made me trust the recruiter. After graduation, I never really intended to join the military but because the recruiter was so persistent that he came to my house almost every day, I was convinced. In addition, I really wanted to enter college instead of joining the military but since I could not afford college at that time, I decided to join the military. The words of my recruiter instilled in my mind that when a person joins the army, one may experience the benefits of good life such as prospects of becoming rich and being able to travel around the world. When I was in the military, realization eventually crept in: that all the good things in life the recruiter had told me were not true after all. I jumped into an erroneous conclusion simply because of persistent prodding from other people. I failed to conduct a survey or interview from family members, friends, or other people from various perspectives; and neither did I analyze the situation first before arriving at a decision. However, even though the recruiter told me things that did not happen, I still continue serving the country by being an active member of the military. I never regret that I joined the military because I found it challenging and full of discipline. If one would have based on fixed-response attitude surveys, previous experiences, perceptions from others, and one’s own perception, one would have jumped into an erroneous conclusion(Stephens, Leach, Taggart, & Jones, 94).In my case, perceptions from others being inculcated into my own perceptions have made me jumped easily to an erroneous conclusion that all men who joined military will become rich.The perception I have could have influenced also other people so it is essential that a person should be cautious of inculcating it to others without prior analysis. Learning to put a clear boundary between a factual and an erroneous conclusion is deemed necessary to avoid conflicts in the future.

The Automotive Industry In the United States Essay

The Automotive Industry In the United States - Essay Example Fundamentally, the automotive industry is a textbook example of an industry where economies of scale pay a very important role. While there may be dozens of players around the world who produce, support and work with the industry, there are only a few producers who can claim to have a significant share of the market. Similarly, even though cars are produced in almost every developing and developed nation, only a few countries contribute in a significant manner to the global car production and consumption statistics.Market ConcentrationIn the automotive industry the big three (Ford Motor Company, General Motor Corporation, Chrysler) dominate the market. Ford motor Company (Ford) and General Motor (GM) are the two world’s largest car producers with a joint market share   between 21% and 25% (Guerzoni, 2001). Market concentration of Ford and GM can be measured using a precise concentration measuring tool. The H Index is obtained by squaring the market-share of the players, and then adding up those squares. The H index for Ford and GM is 1066. This figure is a sign of moderate market concentration of the two major producers. Rivalry in the industry is measured by Concentration Ratio. Like H index, this is another measure and is expressed in the terms CRx, which stands for the percentage of the market sector controlled by the biggest x firms. For example, CR2= 46% for Ford and GM. The automotive industry produces a higher level of output in the US than any other single industry, with the rate consistently growing.

Did the US really change in the first two chapters Essay

Did the US really change in the first two chapters - Essay Example However, after the migrations started, the natives absorbed several things from these newcomers. Later, the US developed an educated culture, with several notable writings penned during the times including motivational and factual accounts of the famous writer John Adams (Remini 35). Their culture was heavily influenced by the immigrants who brought sophistication and mannerisms. Also, they learnt the art of combat and also gained weaponry from the colonial powers. Therefore they were able to build their military when the need arose during the eighteenth century (Remini 42-62). The migrations changed the US heavily. They learned the art of debating and government. They elaborated the expressions of liberty and freedom. Moreover, the biggest change was the occurrence of the American Revolution during the time, which not only upturned the colonial powers, but also gained the Americans their due freedom. Those who had not been able to identify their enemies earlier were then able to eliminate them from their lands. The US economy dependence also changed from agriculture to trade and other industrial developments like ship building etc. Indeed, the US changed a lot during the early migrations till the declaration of US

Explain and discuss how Globalisation has affected the growth of Essay

Explain and discuss how Globalisation has affected the growth of international business - Essay Example In any case, it has been proved that globalisation can highly affect the growth of international business but the process used for the achievement of this target is not standardized. The involvement of globalisation in the growth of international business has been highlighted in the literature and the empirical research; however, academic researchers have employed in order to justify the power of globalisation on international business. In accordance with Dunning (1999), globalisation offers to businesses the chance to expand their activities in the global market, either physically or through the Internet. Reference is made, for example, to the case of the communications industry where globalisation has given ‘enormous opportunities for expansion and high profits for the industry’s major firms’ (Dunning 141). Another example used in the study of Dunning for showing the relationship between globalisation and international business is that of the financial services firm Merrill Lynch, a firm ‘operating in about 31 countries’ (Dunning 141). In accordance with the view of Dunning, as presented above, globalisation can support the development of businesses internationally; however, such benefit is expected to be available only to large firms, which have the resources necessary for enjoying the benefits of globalisation. Small and medium sizes firms would face many difficulties in entering the global market; moreover, the firms of this size could not compete international firms. In other words, globalisation could support the growth of businesses internationally, but such prospects would involve mostly in firms of large size – as also explained in the study of Dunning (1999) above. A different perspective of globalisation is highlighted in the study of Worthington & Britton (2009); in accordance with the above study, the international market is not related only to international businesses; it is suggested that ‘businesses of all sizes should be aware of their international context’ (Worthington & Britton 45). Moreover, it is made clear that one of the key benefits that globalisation can offer to businesses internationally is the provision of an extended market for their products/ services. In other words, for the above researcher, the concept of globalisation reflects the existence of a market, which is geographically expanded as possible – covering the markets of all countries worldwide. In the study of Wall and Minocha (2009) emphasis is given on the use of globalisation for achieving benefits in a wide area of activities/ areas, including trade, politics and sociology. Regarding specifically trade, globalization is expected to have specific benefits: improvement of the quality and the level of trade developed among states and organizations internationally (Wall & Minocha 2009); moreover, globalisation could help toward the ‘increase of the international capital flows’ ( Wall and Minocha 2009, p. 14). Also, globalization could help towards the increase of ‘capital flows worldwide’ It is expected that businesses, which operate globally, would be also strongly benefited from globalisation. However, an important implication of the view of Wall & Minocha (2009) on globalisation would be the following one: not all firms of large size are able to compete their rivals; the lack of effective management would not allow firms of small/ medium size to get access to the international

Reading Response Questions to Chapter 10 and Human Sexuality article Essay

Reading Response Questions to Chapter 10 and Human Sexuality article - Essay Example Christians need to know how to deal with their sexuality and their sexual expression until they finally engage in sexual intercourse in marriage (Boone, 2010). Most Christians no longer believe their bodies are the temples of God as indicated in the bible. They believe one does what they want to with their bodies. This is sinful according to Christianity. Doing what they want with their bodies include having multiple sexual partners is considered adulterous in marriage, and prostitution before marriage (Boone, 2010). Christians abuse the gift of sex that was given to them by God. They dress inappropriately when going to church, as the dressing is usually sexually oriented. Seducing men by one’s dressing code is not an appropriate behavior for Christians. Today, sex does not determine the term of a relationship. One can have sex before and then define their relationship later or even consider it a one-time thing. Other people also opt to benefit mutually from each other. They are friends and they satisfy each other’s sexual desires. This is very wrong because sex should be special to both the male and female parties. This means it should not be done for the mere excuse of satisfying physical desires (Boone, 2010). People who view sex as not special and will do it according to the desires of their bodies end up not building relationships in their lives. This is because they do not know what love is and they do not understand the role of intimacy in a relationship. Homosexuality and the fact that the society is increasingly accepting it is a challenge to many. God asked Adam and Eve to go into the world and procreate. This was the sole purpose of sexual intercourse according to the bible. A man and another man cannot procreate. This is a contradiction to God’s orders to keep sex sacred and use it for procreation. The other thing

Discuss the history of the hospitality industry, characteristics and Essay

Discuss the history of the hospitality industry, characteristics and importance of the hospitality industry - Essay Example From the origin and development of hospitality industry, it can be gathered that the industry has unique and distinctive characteristics. First the industry is to balance between services and products delivered. Communication is also essential between the hospitality staff and clients, another feature in the industry is the fact that there is diversity in culture, which may result to some problems differences (Walker 2007). There are also various importance of hospitality industry to the economy of a given region such as offering employment to the local residents. Since hospitality is related to tourism there is conservation of culture and heritage. Hospitality industry also enhances the development of auxiliary services such as transport, insurance and banking facilities. Tourism and hospitality in Bournemouth is growing tremendously, and it is projected that thousands of jobs will be developed faster as compared to industries such as manufacturing, retail or construction. Due to ho spitality and tourism industry, Bournemouth is the second destination for studying languages after the Great Britain. It can therefore be concluded that there is a lot of economic impact that has resulted from hospitality industry in

Poetry Comparing and Contrasting Essay Example | Topics and Well Written Essays - 750 words

Poetry Comparing and Contrasting - Essay Example From the two poems, To His Coy Mistress and Those Winter Sundays, both Marvell and Hayden use narrators as opposed to giving their own thoughts, to portray the prevailing state of affairs. In the case of To His Coy Mistress, Marvell uses the title of the poem to outline the state of affairs of a young man who writes a plea to a young woman. In this case, the young man seduces the young lady to love him. However, Marvell has incorporated the possessive pronoun ‘his’ to describe the young man and his desire to acquire the love of a young mistress. The term ‘coy’ reveals to the audience that it is not possible for the young man to interact with the young woman as she resists his advances. It also refers to the female equivalent of a master. In the poem, the term â€Å"Coy† appears similar to a sweetheart or a lady who the young man is seducing to win her heart. Similarly in his poem Those Winter Sundays, Hayden portrays an adult male speaker who has grow n up, and shows memories regarding how his father showed the love he had for him based on his actions. In particular, the persona remembers how his father used to wake up on Sundays early in the morning to light the furnace fire. He awakened his son after the room was warm enough for him. Line 12 states that the boy’s father polished the â€Å"good shoes† that belonged to his son, an indication that he will take his son to church. This is the case because he used to make his son wear his â€Å"good shoes† on Sunday. Therefore, it is true that the boy’s father took moral upbringing of his boy seriously. For the two personae, the difference between them is evident when in the case of Those Winter Sundays, the persona’s father makes a lot of sacrifice for him, but the boy only realizes later in life that he failed to appreciate his efforts. It is now too late, as the boy cannot go back in time to show appreciation to his father based the sacrificed

Case of the Rewired Supply Chain Study Example | Topics and Well Written Essays - 1500 words

Of the Rewired Supply Chain - Case Study Example The inventory problems are exacerbated by the fact that communication is disorganized and may not consist of real time communications. This lack of real time information is particularly problematic in an industry where inventory moves quickly. This lack of real time information sharing can increase supply cost unnecessarily. For example, a plant running short of supplies may communicate this shortfall to headquarters while another plan with excessive supplies may not communicate the excessive supplies to headquarters on time or too late to have any benefit to the business. As a result, the business is bound to purchase supplies for the plant that has a shortfall and increase inventory unnecessarily when the same supplies are available at another plant. To this end, it has been reported in the literature that real time information serves two primary purposes: processing an order to the customer’s satisfaction and sharing inventory data â€Å"quickly† throughout the supply chain (Cachon & Fisher, 2000). Relying on information exchanges between the four plants and headquarters through facsimile and email communications have proven to be inadequate for facilitating real time information sharing objectives. There is significant room for improvement through information technology which allows for the sharing of information between the four plants and headquarters â€Å"quickly and inexpensively† (Cachon & Fisher, 2000, p. 1032). The use of facsimile and email information sharing between the four plants and headquarters is complicated by the confusing reporting system adopted by the staff at headquarters. Information technology can be adopted for resolving all of these problems and especially the problem with forecas ting and planning. A lack of coordinated and shared metrics for measuring inventory and manufacturing process and effectiveness is also problematic. This is especially important for management at headquarters

A Commentary on An Astrologers Day Essay Example for Free

A Commentary on An Astrologers Day Essay The writers description of the astrologer leaves us in no doubt that he is a charlatan his equipment, costume and appearance all have a deliberate, theatrical quality designed to convey the impression of a mystic power which he does not possess. Notice the authors wryly ironic comment that the abnormal gleam in his eye is really an outcome of a continual searching for customers and his dry observation that even a half wits eyes would sparkle between such a painted forehead and dark whiskers. The deliberate artifice of the astrologer is further underlined by the authors use of phrases such as To crown the effect and This color scheme. The illusion is enhanced by the fact that the astrologer works in the eerie glow of a smoky flare which adds to the enchantment of the place. The astrologers customers are depicted as gullible creatures who are irresistibly attracted to him like bees. But although the author portrays the astrologer as a fraud, his innocent customers are not shown in the light of hapless victims. The writer does not condemn or deride the astrologer as a parasite but sees him as a businessman who gives his customers value for money: he said things which pleased and astonished everyone: that was more a matter of study, practice and shrewd guesswork. All the same, it was as much an honest mans labor as any other, and he deserved the wages he carried home at the end of the day. We are told that the astrologer has not chosen his profession by design. Intriguingly, the author informs us that he was once a simple farmer who had to leave home without telling anyone. Although the fact that he had to depart hurriedly and travel far suggests that something dire occurred, the actual reason for his flight is not given, thus arousing our curiosity and conferring upon the exiled stranger a sense of mystery, more real than he could possibly create for himself in his bogus role of astrologer. Whilst he has no mystical powers, the astrologer is a shrewd psychologist. He diagnoses his customers problems by listening to their troubles and supplies them with solace and reassurance. Notice how he is careful to either blame his clients woes on other people, or attribute their troubles to elements beyond their control. In this way, they all depart as satisfied customers. Our expectation is aroused by the suitably dramatic entrance of the astrologers antagonist. For reasons which become apparent later, the author has cleverly contrived the scene so that the man is initially no more than a dark shape who blots out the solitary shaft of light which remains after the nut vendors departure. Our initial impression of the stranger is unsympathetic he grumbles and truculently challenges the astrologer to prove his worth in the form of a bet. It is only after the bet has been agreed that the astrologer glimpses the mans face whilst the latter is lighting a charoot. The sight of the mans face seems to shock the astrologer but again we are purposely given no explanation why. The astrologer is so dismayed that he tries to retract the wager and hurriedly leave but the man is ruthlessly insistent and becomes threatening. Surprisingly, the astrologer agrees to speak but only if the wager is increased to one rupee. Both the reader and the man are surprised to hear the astrologers seemingly miraculous divinations as he accurately describes the mans grisly past. The man is dismayed to learn that his thirst for revenge cannot be quenched since his enemy is already dead. He is further stunned to discover that the astrologer knows his name and accepts his admonition to return home and never travel southward again. The astrologer leaves the man with one consolation: he tells him that his enemy received his just deserts by dying a deservedly painful death. Our curiosity is finally satisfied at the end of the story when the astrologer goes home and reveals to his wife that the man in question was in fact the reason why he fled his village. Unbeknown to the man, he had ironically been consulting the very person he had been relentlessly searching for all these years! For the astrologer, meeting his old enemy has been doubly rewarding: firstly, the knowledge that he is not a murderer has lifted a great burden of guilt from his mind; secondly, he has assured his future safety by tricking his antagonist into believing that he is dead. The story fittingly ends with the astrologer sleeping contentedly, having finally laid to rest the ghost of his guilt and successfully warded off the menacing specter of revenge. The authors technique in this story is more subtle than it first appears. Although we are just as surprised as the client when we first hear the astrologers uncannily accurate comments, our surprise is of a different nature since we know what Guru Nayak does not that the astrologer is a definite fraud. Hence, there is an ironic distancing between the reader and the astrologers antagonist which is further stretched by the fact that he is portrayed as an unsympathetic character. Whereas the initially skeptical Guru Nayak becomes increasingly convinced of the astrologers mystic power, the reader becomes increasingly suspicious, especially when the astrologer correctly gives his clients name. Unlike Guru Nayak, the reader has not become increasingly mystified and overawed by the astrologers knowledge, but gradually realises that a connection must exist between Guru Nayaks story and the secret of the astrologers past. Hence, whilst the ending satisfies our curiosity, it does not come as a total surprise. We also share the astrologers final sense of relief, partly because we find Guru Nayak unpleasant but mainly because we admire the way in which he skilfully and successfully handles such a crisis of circumstance and manages to extricate himself from an extremely dangerous situation. Rising to the occasion, he uses his professional acting skills and sharp wits to turn the tables on his overawed antagonist and transform a perilous predicament into godsend. Finally, the authors effective use of irony is worth commenting. Near the beginning of the story, he writes that the astrologer knew no more of what was going to happen to others than he knew what was going to happen to himself next minute. Given what is about to occur, these words become prophetically ironic. Note also the wry irony of the astrologers final complaint to his wife (The swine has cheated me!) when he himself had perpetrated the greater deception and cleverly cheated Guru Nayak of his revenge . Lastly, the matter-of-fact title is a masterpiece of ironic understatement. An Astrologers Day implies that the story will describe an average or typical day in the astrologer life whereas the event related is both extraordinary and fateful.

Parent-Child Communication Throughout Adolescences

Parent-Child Communication Throughout Adolescences Denise Moon   The professional area of psychology this article represents is Developmental Psychology which can be defined as scientific study on how human beings develop during the course of their life span. The subject matter of this particular article focuses on developmental changes in parent-child communication throughout adolescences. Psychology professionals throughout this paper such as counselors at school, family youth counselings and social service workers advise will be used to assist on giving support on how to much sure parents and their teen s learn to communicate effectively. This paper will show the advantages of parent-child communication and how important it is to ensure parents and teens have an effective and close relationship. Communication can play a key factor for an adolescences and parent relationship. It is so vital that parents keep an effective line of communication with their child as well as when they reach teenagers. It is essential that parents keep a loving positive relationship with their child from early childhood to adolescents. During early adolescence it is essential that young teens feel comfortable having a conversation and discussing daily plans and private issues with their parents. Adolescences want to be able to communicate with someone they feel they can trust and not be judged all the time. Often parents feel uncomfortable talking to their teenager about certain things just as the teen does. As stated by Lippold, Duncan, Coatsworth, Nix Greenberg (2015 p. 1671), Interventions to improve mindful parenting may be one avenue to promote parent-adolescent communication during early adolescence. The psychological theoretical perspectives presented in this paper focuses on how the developmental changes in parents and child communication carries on from early childhood until middle or to late adolescents. Communication with your child early on their life gives parents a greater chance at forming a close relationship where the young teen feels comfortable opening up and talking with their parent. It is imperative to a teenager that the parent is actually listening to what they are saying as well as valuing their opinion. It can really mean a lot to a young teen to feel like what theyre saying is important. As a parent it is essential to take out the time and not interrupt the young teen until youve heard everything they have to say before passing judgment. It is vital that parents know how much communicating with their adolescences child could prevent their child from committing suicide, using drugs and many other issues that young teens face in todays society. Communicating with young adolescences can open many doors and opportunities to form a positive as well as loving relationship between parent and child. This also gives parents a chance to gain their childs trust. Teens in todays society have to face many issues in school today such as peer pressure which can cause them to become depressed and go through a deep depression which often leads to teen suicide. According to King Vidourek (2012 p. 15), Research clearly indicates family connectedness helps to prevent suicide even if teens are socially isolated from peers. According to Shireen, Janapana., Rehmatullah, Temuri Azim (2014 p.206), Suicide is the third leading cause of death for people aged 15-24 in the USA. Social Media has also become a major factor in the lives of many young teens today. Many teens have to deal with the cyber bullying and other issues that are out there now on the internet. Having a positive line of communication with your child allows you to be able to discuss with them all the advantages and disadvantage of being able to do things online. Communicating with the teen will allow them to feel like they can talk to their parents about the problems they having on social media and any other issues they may be facing,. Many teens commit suicide because they feel all alone and feel like they have no one who understands how they truly feel inside. According to Willard, (2006 p. 54), Cyber bullying may include sending or posting harmful material or using digital technology to inflict social cruelty on victims. In conclusion showing your adolescent teenager love and respect can allow a parent to open up those lines of communication and start a great relationship with their child. Communicating and listening to your young teen can play a major part in the teens life. Parenting is hard work and times have definitely changed since the nineteen eighties. Teenagers in todays society are faced with many challenges that can be solved through effective communication between parent and child. It is essential that parents allow their child to have some privacy but at the same time parents have to ensure their young teen that as a parent they will be there for them with listening ears whenever they need to talk about anything. References King, K. A., Vidourek, R. A. (2012). Teen Depression and Suicide: Effective Prevention and Intervention Strategies. Prevention Researcher, 19(4), 15-17. Lippold, M., Duncan, L., Coatsworth, J., Nix, R., Greenberg, M. (2015). Understanding How Mindful Parenting May Be Linked to Mother-Adolescent Communication. Journal of Youth Adolescence, 44(9), 1663. doi:10.1007/s10964-015-0325-x Shireen, Janapana., Rehmatullah, Temuri Azim (2014). Trauma experience of youngsters and Teens: A key issue in suicidal behavior among victims of bullying?. Pakistan Journal Of Medical Sciences, 30(1), 206. doi:10.12669/pjms.301.4072 Willard, N.E. (2006). Cyber bullying and cyberthreats: Responding to the challenge of online social cruelty, threats and distress (2nd ed.). Eugene, OR: Center for Safe and Responsible

The profession of shipbroker

The profession of shipbroker The profession of ‘Shipbroker has been in use since the early days of commercial shipping. Originally the owner of the ship was also the trader; he bought cargoes in one place, carried it and sold it in other place. With the evolution of the international trade, the shipbroker became more specialized as it became intermediary who would find ships for the merchants; and cargoes for the ship owners. The term shipbroker means different things to different people. In Japan and Korea, for example, the term ship broker is only used for the intermediary broker. But in Europe the word ship broker is used to identify a variety of chartering functions. Chartering work is essentially a form of exchange of information. It is a business where the right information at the right moment is essential to be successful. The oxygen of any market is information. Information is what makes a market work. Gathering that information requires time, effort, people, equipment and a network of contact. The parties involved in a chartering deal are one party owns, controls or operates a ship as owner and another party who owns the cargo and looking to be carried by sea transport between two destinations The basic function of the shipbroker is to bring together the two parties concerned involving the ship and cargo owners, then start negotiation between them in order to fix the vessel. The brokers income is derived from the commission payable by the ship owner on completion and fulfilment of the contract. Another role of the shipbroker other than fixing the vessel is acting as agent for the ship owner. As such he is responsible for everything which may concern the vessel whilst she is on port such as customs formalities; matters concerning the crew; loading/discharge of vessels; bunkering and so on. Ship-brokers normally specialize in a specific part of the market; it can be dry cargo, chemical, passenger vessels, RORO vessels etc. It therefore needs a specialist at collecting information, it is no longer possible to be a general shipbroker and have knowledge about every market. Detailed specialist knowledge on certain areas, trades, sizes, commodities or charterers is always in demand as the ship owner, charterer or his representative will often need to learn about a different market depending on where his ship is or what he has to fix. Traders need to know freight rates in order to sell cargoes. All principals need up to date information on which ships are interested in what cargoes, why and at what rates, what cargoes need to be lifted in certain areas at certain times. There is huge variety of interest in the market place. While principals demand the information there is a need for someone to gather it and make sense of it  Ã‚   The Baltic Exchange, the worlds only independent source of maritime market information for the trading and settlement of physical and derivative contracts, is seeking to appoint a new freight market reporter. With the support of 69 international shipbroking companies, the Baltic Exchange publishes independent, high quality dry, wet and gas freight market information on a daily basis. The Baltic acts as a regulatory body for its members and provides a forum for shipping information to circulate amongst its members (Howe Robinson Co Ltd web site). Peter Kerr-Dineen, joint-chairman of Howe Robinson, also became Chairman of the Baltic Exchange during 2003, (Howe Robinson, 2007). Many larger shipbroking firms have separate departments specialising in Dry Cargo Chartering, Tanker Chartering, Sale Purchase and sometimes also Demolition sales and Research. Major shipbroking centres include London, Piraeus, New York, Houston, Hamburg, Singapore, Hong Kong, and Shanghai. Major Shipbroking h ouses are ACM, Clarksons Galbraith, SSY, Braemar Seascope, Charles Weber, Gibsons, and J.E. Hyde The modern freight market is really more sophisticated. The use of super tankers and also better port equipments and the use of satellite navigation systems have improved much in the ship broking business areas. In Southampton docks, it used to take several weeks to unload an average cargo ship such as a type bulk cargo ship V Luck, 13 000 tonnes and now only takes a few days to do the same tasks. Modern ship broking is also nowadays more complicated with the new laws and regulations in regards with all necessary procedures to combat smuggling, and also environmental issues such as global warming. The Laws in this business are also expanding since there are many countries are now involved in the ship broking business. The contract between the ship owners and the cargo owners is becoming a lengthy process.   New terminology in the shipbroking business has also come up. The whole concept of the contract of this kind of business is called the volume contract of Affreightment. These contracts cover the whole concept contract from a charterers point of view and Owners point of view. It is also containing the definition in the documents and the period and the terminology they both agree to use in the contract during the contract agreements.   The European Union Commission, in their International market regulation dealing with professional qualifications is also putting regulations. Under their regulation for the Chartered Shipbroker, the European Union Commission chose the United Kingdom to be the competent authorities on the recognition of qualifications for this regulated prof ession. At present the competent authorities in the United Kingdom is the Department for Education and Employment Skills located in Moor foot, Sheffield, (Philips, A., 2006). The Ship broking business is becoming a serious task to be taken care off. New entrants into the profession do not need to hold a shipping qualification, but there are degrees courses in Maritime Studies at several British universities. The Institute of Chartered Shipbrokers runs a course covering a wide range of subjects culminating in an examination to earn membership of the Institute. The Institute of Chartered Shipbrokers is the professional body for those engaged in all aspects of the shipping business. A Royal Charter was granted in 1920, in recognition of the Institutes role in conferring a qualification (MICS/FICS) and maintaining professional standards. Membership is international and Institute branches have been established all over the world. There are many other institutes for shipbrokers all over the world

Organizational Change Essay -- Business Management

Organizational Change Organizations today are going through constant change brought about by competition, economics, business innovation and a realization that remaining stagnant may mean organizational death. As the business environment increases in complexity and changes rapidly, organization and management consequently experiences significant transformation to cope with these changes. On a micro level (company level), these changes would include the transformation of the internal corporate culture as well as enhancements in the management of human resources in response to increasing workplace diversity and the evolving needs of the workforce. Therefore, the ability to change is an important part of the organization's business environment while the ability to help it adapt to change is equally a critical business challenge for the leadership. Change is imperative Organizations can't escape change. So what is change? - It is adjustments, transformations, transitions, and revolutions which is a never-ending cycle of birth, growth and death (Topping, 2002). Change disrupts everyone's life; the only question is for how long. Leader - the change agent When an organisation is at the crossroad of change, it is in the crisis stage. DuBrin (1989) defined crisis as a turning point for better or worse, or a situation that has reached a critical phase. When a company is in a crisis, it requires decisive and bold leadership to identify, isolate and manage the crisis (Topping, 2002). Leadership now requires very different behaviour from the leadership tradition that we were used to. It requires leaders who are able to speak to... ...kills: A leadership wake-up call, Available: http://www.selfgrowth.com.html, (Accessed: 2004, April 8). Robbins, S.P. (2002), Essential of organizational behavior, 6th ed, Prentice Hall. New Jersey. Sarantos, S.T. (1994), Managing change by creating a synergistic environment, World Wide Web ed, Vol. 7, no. 11, Available: http://www.league.org/publication.htm, (Accessed: 2004, April 8). Schein, E.H. (1995), The leader of future, Working Paper 3832, MIT Sloan School of Management, Available: http://dspace.mit.edu, (Accessed: 2004, April 13). Stoner, J.A.F. and Freeman, R.E. (1989), Management, 4th ed, Prentice Hall, New Delhi. Tichy, N.M. and Cohen, E. (2002), The leadership engine, 2nd ed, HarperCollins Publishers Inc., New York. Topping, P.A. (2002), Managerial leadership, McGraw Hill, New York.

Comparing The Marble Faun Sartoris, The Sound and the Fury, Soldier’s Pay :: comparison compare contrast essays

William Faulkner - The Marble Faun   Sartoris, The Sound and the Fury,   Soldier’s Pay William Faulkner, originally spelt Falkner, was born on September 25 1897 in New Albany, Mississippi. The eldest of four sons of a middle class family, William grew up the in the South and enjoyed the luxuries of life in a rural area. Faulkner never finished high school; he left in 1915 after he got a broken nose playing football. Over the next few years Faulkner worked at miscellaneous jobs while beginning his writing career. Originally he worked with verse and had his writings published in small—scale journals and papers. In April of 1918, he enrolled in the British Royal Air Force but never made it into combat as the war ended before he finished training. The following year he enrolled in classes at the tin University of Mississippi. In 1924, Faulkner published The Marble Faun, a verse-sequence and continued to write his short stories. It was not until 1926 that he published his first major novel, Soldier’s Pay, in which lie depicted life of a soldier after returning from war In l929 Faulkner created the imaginary land of Jefferson and Yoknapatawpha County in Sartoris: it is these counties that are the setting for most of his following novels. In 1929 he married Estelle Oldhain and within a year he bought Rowan Oak, where lie spent most of his time in the following years. In October of that year The Sound and the Fury was published and proceeded to gain Faulkner a lot of recognition. It was a different approach to fiction in that it provided a look at a story from four very separate viewpoints. Each of Faulkner’s novels offers a little bit of enlightenment on the subject that they pertain to. Often they are stylistically enterprising, as well as the subject matter being of great interest Absalom Absalom! contrasts viewpoints from which the story is told as it depicts the life of a troubled. Southern family. The Wild Palms is another example of Faulkner’s creativity. The story is told from two distinctly contradicting points of view. In 1942 Faulkner again shocked the literary world with his graphic depiction of racial, specifically â€Å"black versus white†, interactions on a Southern plantation. Many thought that Faulkner had under taken the task of historically representing the south during this era.

Clamence from The Fall by Albert Camus Essay -- Jean-Baptiste Clamence

Clamence from The Fall by Albert Camus The Fall, a 1957 novel written by Nobel Prize winner Albert Camus, is a story based on confession. The main character, Jean-Baptiste Clamence, portrays himself to be the epitome of good citizenship and acceptable behavior and now he has come to face the reality that his existence has been deeply seated in hypocrisy. Clamence also openly enjoys the wealth of cheap dreams that the prostitutes and bars his Amsterdam home has to offer. In a bar called Mexico City, Clamence begins to recall his life as a respected lawyer, supposedly immune to judgment. There are different theories on whether Clamence recalls his life to himself or to another person, but it is in fact a random acquaintance from the bar that Clamence shares stories of his life’s triumphs and failures. While Clamence is in the bar, he asks another person who is trying to order a drink if he "may offer his services without running the risk of intruding" because unless the man authorizes him to perform his services, the bartender will not guess that he wants gin. The service Clamence is referring to is his ability to speak Dutch, the only language the bartender speaks and understands. What suggests that Clamence is speaking to another person in the bar is the fact that if someone wants to do something, they do not need to be given permission by himself. If a person feels they are not allowed to do something, it is because one of two reasons. One, the person might feel the action is inappropriate and that would directly deal with that persons set of morals and discipline. Secondly, the person might not be allowed to perform the task by the person it would deal with and that would have to do with power of authori... ...nce states that he is "embarrassed to be in bed when you arrive." This quote clearly states that Clamence is in one location and another person enters this place unexpectedly and catches him by surprise, thus causing the embarrassment of possibly an unkempt house or a unattractive personal appearance due to the sickness. The reason why there are two people present is because Clamence says "you" which means he is addressing some one else. Although different theories on whether or not Clamence is alone when he recalls his life may exist, it is in fact an acquaintance that he shares his life with. In order for Camus' choice of wording that deal with ownership and possession and by definition of key words such as "secret" to be used in accordance with rules of proper grammar, another person must be present for the meaning of the words to be applied correctly.

Coyote Blue Chapter 3~5

CHAPTER 3 The Machines of Irony Bring Memory Santa Barbara After Sam's secretary gave him the address of his appointment he hung up the cellular phone and punched the address into the navigation system he'd had installed in the Mercedes so he would always know where he was. Wherever Sam was, he was in touch. In addition to the cellular phone he wore a satellite beeper that could reach him anywhere in the world. He had fax machines and computers in his office and his home, as well as a notebook-sized computer with a modem that linked him with data bases that could provide him with everything from demographic studies to news clippings about his clients. Three televisions with cable kept his home alive with news, weather, and sports and provided insipid entertainments to fill his idle hours and keep him abreast of what was hot and what was not, as well as any information he might need to construct a face to meet a face: to change his personality to dovetail with that of any prospective client. The by-gone salesman out riding on a shoeshine and a smile had been replaced by a shape-shifting shark stalking the sale, and Sam, having buried long ago who he really was, was an excellent salesman. Even as some of Sam's devices connected him to the world, others protected him from its harshness. Alarm systems in his car and condo kept criminals at bay, while climate control kept the air comfortable and compact discs soothed away distracting noise. A monstrous multi-armed black machine he kept in his spare bedroom simulated the motions of running, cross-country skiing, stair climbing, and swimming, while monitoring his blood pressure and heart rate and making simulated ocean sounds that stimulated alpha waves in the brain. And all this without the risk of the shin splints, broken legs, drowning, or confusion that he might have experienced by actually going somewhere and doing something. Air bags and belts protected him when he was in the car and condoms when he was in women. (And there were women, for the same protean guile that served him as a salesman served him also as a seducer.) When the women left, protesting that he was charming but something was missing, there was a numb er that he could call where someone would be nice to him for $4.95 a minute. Sometimes, while he was getting his hair cut, sitting in the chair with his protections and personalities down, the hairdresser would run her hands down his neck, and that small human contact sent a lonesome shudder rumbling through him like a heartbreak. â€Å"I'm here to see Mr. Cable,† he said to the secretary, an attractive woman in her forties. â€Å"Sam Hunter, Aaron Assurance Associates. I have an appointment.† â€Å"Jim's expecting you,† she said. Sam liked that she used her boss's first name; it confirmed the personality profile he had projected. Sam's machines had told him that James Cable was one of the two main partners who owned Motion Marine, Inc., an enormously successful company that manufactured helmets and equipment for industrial deep-sea diving. Cable had been an underwater welder on the rigs off Santa Barbara before he and his partner, an engineer named Frank Cochran, had invented a new fiberglass scuba helmet that allowed divers to stay in radio contact while regulating the high-pressure miasma of gases that they breathed. The two became millionaires within a year and now, ten years later, they were thinking of taking the company public. Cochran wanted to be sure that at least one of the partners could retain controlling interest in the company in the event that the other died. Sam was trying to write a multi-million-dollar policy that would provide buy-out capital for the remaining partner. It was a simple partnership deal, the sort that Sam had done a hundred times, and Cochran, the engineer, with his mathematical way of thinking, his need for precision and order, his need to have all the loose ends tied up, had been an easy sale. With an engineer Sam simply presented facts, carefully laid out in an equationlike manner that led to the desired answer, which was: â€Å"Where do I sign?† Engineers were predictable, consistent, and easy. But Cable, the diver, was going to be a pain in the ass. Cable was a risk taker, a gambler. Any man who had spent ten years of his life working hundreds of feet underwater, breathing helium and working with explosive gas, had to have come to terms with fear, and fear was what Sam traded in. In most cases the fear was easy to identify. It was not the fear of death that motivated Sam's clients to buy; it was the fear of dying unprepared. If he did his job right, the clients would feel that by turning down a policy they were somehow tempting fate to cause them to die untimely. (Sam had yet to hear of a death considered â€Å"timely.†) In their minds they created a new superstition, and like all superstitions it was based on the fear of irony. So, the only lottery ticket you lose will be the winning one, the one time you leave your driver's license at home is the time you will be stopped for speeding, and when someone offers you an insurance policy that only pays you if you're dead, you better damn well buy it. Irony. It was a tacit message, but one that Sam delivered with every sales pitch. He walked into Jim Cable's office with the unusual feeling of being totally unprepared. Maybe it was just the girl who had thrown him, or the Indian. Cable was standing behind a long desk that had been fashioned from an old dinghy. He was tall, with the thin, athletic build of a runner, and completely bald. He extended his hand to Sam. â€Å"Jim Cable. Frank told me you'd be coming, but I'm not sure I like this whole thing.† â€Å"Sam Hunter.† Sam released his hand. â€Å"May I sit? This shouldn't take long.† This was not a good start. Cable gestured for Sam to sit across from him and sat down. Sam remained standing. He didn't want the desk to act as a barrier between them; it was too easy for Cable to defend. â€Å"Do you mind if I move this chair over to your side of the desk? I have some materials I'd like you to see and I need to be beside you.† â€Å"You can just leave the materials, I'll look them over.† Technology had helped Sam over this barrier. â€Å"Well, actually it's not printed matter. I have it in my computer and I have to be on the same side of the screen as you.† â€Å"Okay, I guess that's fine, then.† Cable rolled his chair to the side to allow Sam room on the same side of the desk. That's one, Sam thought. He moved his chair, sat down beside Cable, and opened the notebook computer. â€Å"Well, Mr. Cable, it looks like we can set this whole thing up without any more than a physical for you and Frank.† â€Å"Whoa!† Cable brought his hands up in protest. â€Å"We haven't agreed on this yet.† â€Å"Oh,† Sam said. â€Å"Frank gave me the impression that the decision had been made – that this was just a meeting to confirm the tax status and pension benefits of the policy.† â€Å"I didn't know there were pension benefits.† â€Å"That's why I'm here,† Sam said. It wasn't why he was there at all. â€Å"To explain them to you.† â€Å"Well, Frank and I haven't gotten down to any specifics on this. I'm not sure it's a good idea at all.† Sam needed misdirection. He launched into the presentation like a pit bull/Willy Loman crossbreed. As he spoke, the computer screen supported his statements with charts, graphs, and projections. Every five seconds a message flashed across the screen faster than the eye could see, but not so fast that it could not nibble on the lobes of the subconscious like a teasing lover. The message was: BE SMART, BUY THIS. Sam had designed the program himself. The BE SMART part of the message could be modified for each client. The options were: BE SEXY, BE YOUNG, BE BEAUTIFUL, BE THIN, BE TALL, and Sam's personal favorite, BE GOD. He'd come up with the idea one night while watching a commercial in which six heavily muscled guys got to run around on the beach impressing beautiful women presumably because they drank light beer. BE A STUD, DRINK LIGHT. Sam finished his presentation and stopped talking abruptly, feeling that he had somehow forgotten something. He waited, letting the silence become uncomfortable, letting the conversation lay on the desk before them like a dead cat, letting the diver come to the correct conclusion. The first one to speak loses. Sam knew it. He sensed that Cable knew it. Finally, Jim Cable said, â€Å"This is a great little computer you have. Would you consider selling it?† Sam was thrown. â€Å"But what about the policy?† â€Å"I don't think it's a good idea,† Cable said. â€Å"But I really like this computer. I think it would be smart to buy it.† â€Å"Smart?† Sam said. â€Å"Yeah, I just think it would be a smart thing to do.† So much for subliminal advertising. Sam made a mental note to change his message to: BE SMART, BUY THE POLICY. â€Å"Look, Jim, you can get a computer like this in a dozen stores in town, but this partnership policy is set up for right now. You are never going to be younger, you'll never be in better health, the premium will never be lower or the tax advantage better.† â€Å"But I don't need it. My family is taken care of and I don't care who takes control of the company after I'm dead. If Frank wants to take a policy out on me I'll take the physical, but I'm not betting against myself on this.† There it was. Cable was not afraid and Sam knew no way to instill the fear he needed. He had read that Cable had survived several diving accidents and even a helicopter crash while being shuttled to one of the offshore rigs. If he hadn't glimpsed his mortality before, then nothing Sam could say would put the Reaper in his shaving mirror. It was time to walk away and salvage half of the deal with Cable's partner. Sam stood and closed the screen on the computer. â€Å"Well, Jim, I'll talk to Frank about the specifics of the policy and set up the appointment for the physical.† They shook hands and Sam left the office trying to analyze what had gone wrong. Again and again the fear factor came up. Why couldn't he find and touch that place in Jim Cable? Granted, his concentration had been shot by the morning's events. Really, he'd done a canned presentation to cover himself. But to cover what? This was a clean deal, cut and dried. When he climbed back into the Mercedes there was a red feather lying on the seat. He brushed it out onto the street and slammed the door. He drove back to his office with the air conditioner on high. Still, when he arrived ten minutes later, his shirt was soaked with sweat. CHAPTER 4 Moments Are Our Mentors Santa Barbara There are those days, those moments in life, when for no particular reason the senses are heightened and the commonplace becomes sublime. It was one of those days for Samuel Hunter. The appearance of the girl, the wanting she had awakened in him, had started it. Then the Indian's presence had so confused him that he was fumbling through the day marveling at things that before had never merited a second look. Walking back into his outer office he spied his secretary, Gabriella Snow, and was awed for a moment by just how tremendously, how incredibly, how child-frighteningly ugly she was. There are those who, deprived of physical beauty, develop a sincerity and beauty of spirit that seems to eclipse their appearance. They marry for love, stay married, and raise happy children who are quick to laugh and slow to judge. Gabriella was not one of those people. In fact, if not for her gruesome appearance, an unpleasant personality would have been her dominant feature. She was good on the phone, however, and Sam's clients were sometimes so relieved to be out of her office and into his that they bought policies out of gratitude, so he kept her on. He'd hired her three years ago from the resume she had mailed in. She was wildly overqualified for the position and Sam remembered wondering why she was applying for it in the first place. For three years Sam had breezed by her desk without really looking at her, but today, in his unbalanced state, her homeliness inspired him to poetry. But what rhymed with Gabriella? She said, â€Å"Mr. Aaron is very anxious to talk to you, Mr. Hunter. He requested that you go right into his office as soon as you arrived.† â€Å"Gabriella, you've been here three years. You can call me Sam.† Sam was still thinking about poetry. Salmonella? â€Å"Thank you, Mr. Hunter, but I prefer to keep things businesslike. Mr. Aaron was quite adamant about seeing you immediately.† Gabriella paused and checked a notepad on her desk, then read, â€Å"‘Tell him to get his ass in my office as soon as he hits the door or I'll have him rat-fucked with a tire iron. â€Å" â€Å"What does that mean?† Sam asked. â€Å"I would assume that he would like to see you right away, sir.† â€Å"I guessed that.† Sam said. â€Å"I'm a little vague on the rat-fucked part. What do you think, Gabriella?† Gabriella, Gabriella, As fair as salmonella. â€Å"I'm sure I don't know. You might ask him.† â€Å"Right,† Sam said. He walked down the hall to Aaron Aaron's outer office, composing the next line of his poem along the way. It wouldn't surprise me in the least If you were mistaken for a beast. Aaron Aaron wasn't Aaron's real name: he had changed it so his insurance firm would be the first listed in the yellow pages. Sam didn't know Aaron's real name and he had never asked. Who was he to judge? Samuel Hunter wasn't his real name either, and it was certainly less desirable alphabetically. Aaron's secretary, Julia, a willowy actress/model/dancer who typed, answered phones, and referred to hairdressers as geniuses, greeted Sam with a smile that evinced thousands in orthodontia and bonding. â€Å"Hi, Sam, he's really pissed. What did you do?† â€Å"Do?† â€Å"Yeah, on that Motion Marine deal. They called a few minutes ago and Aaron went off.† â€Å"I didn't do anything,† Sam said. He started into Aaron's office, then turned to Julia. â€Å"Julia, do you know what rat-fuck means?† â€Å"No, Aaron just said that he was going to do it to you for sucking the joy out of his new head.† â€Å"He got a new head? What's this one?† â€Å"A wild boar he shot last year. The taxidermist delivered it this morning.† â€Å"Thanks Julia, I'll be sure to notice it.† â€Å"Good luck.† Julia smiled, then held the smile while she checked herself in the makeup mirror on her desk. Walking into Aaron's office was like stepping into a nineteenth-century British hunt club: walnut paneling adorned with the stuffed heads of a score of game animals, numbered prints of ducks on the wing, leather wing-back chairs, a cherry-wood desk clear of anything that might indicate that a business was being conducted. Sam immediately spotted the boar's head. â€Å"Aaron, it's beautiful.† Sam stood in front of the head with his arms outstretched. â€Å"It's a masterpiece.† He considered genuflecting to appeal to the latent Irish Catholic in Aaron, but decided that the insincerity would be spotted. Aaron, short, fifty, balding, face shot with veins from drink, swiveled in his high-backed leather chair and put down the Vogue magazine he had been leafing through. Aaron had no interest in fashion; it was the models that interested him. Sam had spent many an afternoon listening to Aaron's forlorn daydreams of having a showpiece wife. â€Å"How was I to know that Katie would get fat and I would get successful? I was only twenty when we got married. I thought the idea of getting laid steadily was worth it. I need a woman that goes with my Jag. Not Katie. She's pure Rambler.† Here he would point to an ad in Vogue. â€Å"Now, if I could only have a woman like that on my arm†¦Ã¢â‚¬  â€Å"She'd have you surgically removed,† Sam would say. â€Å"Sure, be that way, Sam. You don't know what it's like to think that getting a little strange could cost you half of what you own. You single guys have it all.† â€Å"Stop romanticizing, Aaron. Haven't you heard? Sex kills.† â€Å"Sure, suck the joy out of my fantasies. You know, I used to look forward to sex because it was fifteen minutes when I didn't have to think about death and taxes.† â€Å"If you do think about death and taxes it lasts half an hour.† â€Å"That's what I mean, I can't even get distracted with Katie anymore. Do you know what someone with my income has to pay in taxes?† The question came up in every one of their conversations. They had worked together for almost twenty years and Aaron always treated Sam as if he were still fifteen years old. â€Å"I know exactly what someone with your income is supposed to pay in taxes, about ten times what you actually pay.† â€Å"And you don't think that that weighs on me? The IRS could take all this.† Sam rather liked the vision of a team of IRS agents loading large dead animal heads into Aaron's Jag and driving off with antlers out every window while Katie stood by shouting, â€Å"Hey, half of those are mine!† No matter how much Aaron attained, he would never let go of his fear of losing it long enough to enjoy it. In his mind's eye, Sam imagined Aaron mournfully watching as they carried the wild boar head out by the tusks. â€Å"This thing is gorgeous,† Sam said. â€Å"I think I'm getting a woody just looking at it.† â€Å"I named it Gabriella,† Aaron said proudly, forgetting for a moment that he was supposed to be angry. Then he remembered. â€Å"What the fuck did you just pull over at Motion Marine? Frank Cochran is talking lawsuit.† â€Å"Over a little subliminal advertising? I don't think so.† â€Å"Subliminal advertising! Jim Cable fainted after that stunt you pulled. They don't even know what happened yet. It could be a heart attack. Are you out of your fucking mind? I could lose the agency over this.† Sam could see Aaron's blood pressure rising red on his scalp. â€Å"You thought it was a great idea last week when I showed it to you.† â€Å"Don't drag me into this, Sam, you're on your own with this one. I've pulled some shit in my time to push the fear factor, but I never had a client attacked by an Indian, for Christ's sake.† â€Å"Indian?† Sam almost choked. He lowered himself very gently into one of the leather wing-backs. â€Å"What Indian?† â€Å"Don't bullshit me, Sam. I taught you everything you know about bullshitting. Right after you left his office Jim Cable walked out of the Motion Marine building and was attacked by a guy dressed up as an Indian. With a tomahawk. If they catch the guy and he tells that you hired him, it's over for both of us.† Sam tried to speak but could find no breath to drive his voice. Aaron had been his teacher, and in a twisted, competitive way, Aaron was his friend and confidant, but he had never trusted Aaron with his fears. He had two: Indians and cops. Indians because he was one, and if anyone found out it it would lead to policemen, one of whom he had killed. Here they were, after twenty years, paralyzing him. Aaron came around the desk and took Sam by the shoulders. â€Å"You're smarter than this, kid,† he said, softening at Sam's obvious confusion. â€Å"I know this was a big deal, but you know better than to do something desperate like that. You can't let them see that you're hungry. That's the first rule I taught you, isn't it?† Sam didn't answer. He was looking at the mule deer head mounted over Aaron's desk, but he was seeing the Indian sitting in the cafe grinning at him. Aaron shook him. â€Å"Look, we're not totally screwed here. We can draw up an agreement signing all your interest in the agency over to me and backdate it to last week. Then you would be working as an independent contractor like the other guys. I could give you, say, thirty cents on the dollar for your shares under the table. You'd have enough to fight the good fight in court, and if they let you keep your license you'll always have a job to come back to. What do you say?† Sam stared at the deer head, hearing Aaron's voice only as a distant murmur. Sam was twenty-six years and twelve hundred miles away on a hill outside of Crow Agency, Montana. The voice he was hearing was that of his first teacher, his mentor, his father's brother, his clan uncle: a single-toothed, self-proclaimed shaman named Pokey Medicine Wing. CHAPTER 5 The Gift of a Dream Crow Country – 1967 Sam, then called Samson Hunts Alone, stood over the carcass of the mule deer he had just shot, cradling the heavy Winchester.30?C30 in his arms. â€Å"Did you thank the deer for giving its life up for you?† Pokey asked. As Samson's clan uncle, it was Pokey's job to teach the boy the ways of the Crow. â€Å"I thanked him, Pokey.† â€Å"You know it is the Crow way to give your first deer away. Do you know who you will give it to?† Pokey grinned around the Salem he held between his lips. â€Å"No, I didn't know. Who should I give it to?† â€Å"It is a good gift for a clan uncle who has said many prayers for your success in finding a spirit helper on your vision quest.† â€Å"I should give it to you, then?† â€Å"It is up to you, but a carton of cigarettes is a good gift too, if you have the money.† â€Å"I don't have any money. I will give you the deer.† Samson Hunts Alone sat down on the ground by the deer carcass and hung his head. He sniffed to fight back tears. Pokey kneeled beside him. â€Å"Are you sad for killing the deer?† â€Å"No, I don't see why I have to give it away. Why can't I take it home and let Grandma cook it for all of us?† Pokey took the rifle from the boy, levered a cartridge into the chamber, then let out a war whoop and fired it into the air. Samson stared at him as if he'd lost his mind. â€Å"You are a hunter now!† Pokey cried. â€Å"Samson Hunts Alone has killed his first deer!† he shouted to the sky. â€Å"Soon he will be a man!† Pokey crouched down to the boy again. â€Å"You should be happy to give the deer away. You are Crow and it is the Crow way.† Sam looked up, his golden eyes shot with red and brimming with tears. â€Å"One of the boys at school says that the Crow are no more than thieves and scavengers. He said that the Crow are cowards because we never fought the white man.† â€Å"This boy is Cheyenne?† Pokey said. â€Å"Yes.† â€Å"Then he is jealous because he is not Crow. The Crow gave the Cheyenne and the Lakota and the Blackfoot a reason to get up in the morning. They outnumbered us ten to one and we held our land against them for two hundred years before the white man came. Tell this boy that his people should thank the Crow for being such good enemies. Then kick his ass.† â€Å"But he is bigger than me.† â€Å"If your medicine is strong you will beat him. When you go on your fast next week, pray for warrior medicine.† Samson didn't know what to say. He would go to the Wolf Mountains next week for his first vision quest. He would fast and pray and hope to find a spirit helper to give him medicine, but he wasn't sure he believed, and he didn't know how to tell Pokey. â€Å"Pokey,† the boy said finally, very quietly, his voice barely audible over the hot breeze whistling through the prairie grass, â€Å"a lot of people say that you don't have no medicine at all, that you are just a crazy drunk.† Pokey put his face so close to Samson's that the boy could smell the cigarette-and-liquor smell coming off him. Then, softly, in a gentle, musical rasp he said, â€Å"They're right, I am a crazy drunk. The others are afraid of me 'cause I'm so crazy. You know why?† Sam sniffed, â€Å"Nope.† Pokey reached into his pocket and pulled out a small buckskin bundle tied with a thong. He untied the thong and unfolded the buckskin on the ground before the boy. In it lay an array of sharp teeth, claws, a tuft of tan fur, some loose tobacco, sweet grass, and sage. The largest object was a wooden carving of a coyote about two inches tall. â€Å"Do you know what this is, Samson?† Pokey asked. â€Å"Looks like a medicine bundle. Ain't you supposed to sing a song when you open it?† â€Å"Don't have to with this one. Nobody ever had medicine like this. I ain't never showed it to anyone before.† â€Å"What are those teeth?† â€Å"Coyote teeth. Coyote claws, coyote fur. I don't tell people about it anymore because they all say I'm crazy, but my spirit helper is Old Man Coyote.† â€Å"He's just in stories,† Sam said. â€Å"There isn't any Old Man Coyote.† â€Å"That's what you think,† Pokey said. â€Å"He came to me on my first fast, when I was about your age. I didn't know it was him. I thought it would be a bear, or an otter, because I was praying for war medicine. But on the fourth day of my fast I looked up and there was this young brave standing there dressed in black buckskins with red woodpecker feathers down his leggings and sleeves. He was wearing a coyote skin as a headdress.† â€Å"How did you know it wasn't just somebody from the res?† â€Å"I didn't. I told him to go away and he said that he had been away long enough. He said that when he gave the Crows so many enemies he promised that he would always be with them so they could steal many horses and be fierce warriors. He said it was almost time to come back.† â€Å"But where is he?† Samson asked. â€Å"That was a long time ago and no one has seen him. If he was here they wouldn't say you were crazy.† â€Å"Old Man Coyote is the trickster. I think he gave me this medicine to make me crazy and make me want to drink. Pretty Eagle, who was a powerful medicine man then, told me how to make this bundle and he told me that if I was smart I would give it to someone else or throw it in the river, but I didn't do it.† â€Å"But if it is bad medicine, if he is your spirit helper and doesn't help you†¦Ã¢â‚¬  â€Å"Does the sun rise just for you, Samson Hunts Alone?† â€Å"No, it rises all over the world.† â€Å"But it passes you and makes you part of its circle, doesn't it?† â€Å"Yeah, I guess so.† â€Å"Well maybe this medicine is bigger than me. Maybe I am just part of the circle. If it makes me unhappy then at least I know why I am unhappy. Do you know why you are unhappy?† â€Å"My deer†¦Ã¢â‚¬  â€Å"There will be other deer. You have your family, you are good in school, you have food to eat, you have water to drink. You can even speak Crow. When I was a boy they sent me off to a BIA school where they beat us if we spoke Crow. Next week, if your heart is pure, you will get a spirit helper and have strong medicine. You can be a great warrior, a chief.† â€Å"There aren't any chiefs anymore.† â€Å"It will be a long time before you are old enough to be a chief. You are too little to be unhappy about the future.† â€Å"But I am. I don't want to be Crow. I don't want to be like you.† â€Å"Then be like you.† Pokey turned away from the boy and lit another cigarette. â€Å"You make me angry. Give me your knife and I will show you how to dress this deer. We will throw the entrails in the river as a gift to the Earth and the water monsters.† Pokey looked at Samson, as if waiting for the boy to doubt him. â€Å"I'm sorry, Pokey.† The boy unsnapped the sheath on his belt and drew a wickedly curved skinning knife. He held it out to the man, who took the knife and began to field-dress the deer. As he drew the blade down the deer's stomach he said, â€Å"I am going to give you a dream, Samson.† Samson looked away from the deer into Pokey's face. There were always gifts among the Crow – gifts for names, Sun Dance ceremony gifts, powwow gifts at Crow Fair, naming ceremony gifts, gifts for medicine, gifts to clan uncles and aunts, gifts for prayers: tobacco and sweet grass and shirts and blankets, horses and trucks – so many gifts that no one could ever really be poor and no one ever really got rich. But the gift of a dream was very pure, very special, and could never be repaid. Samson had never heard anyone give a dream before. â€Å"I dreamed that Old Man Coyote came to me and he said, ‘Pokey, when everything is right with you, but you are so afraid that something might go wrong that it ruins your balance, then you are Coyote Blue. At these times I will bring you back into balance. This dream that I dreamed I give to you, Samson.† â€Å"What does that mean, Uncle Pokey?† â€Å"I don't know, but it is a very important dream.† Pokey wiped the knife on his pants and handed it to Samson, then hoisted the deer up on his shoulders. â€Å"Now, who are you going to give this deer to?†

Sun Microsystems Strategic Positioning

SUN MICROSYSTEMS: STRATEGIC POSITIONING Susan L. Elvins National American University History, Strategy, International Abstract This thesis will discuss the corporate strategy of Sun Microsystems and the multiple issues they have faced both domestic and internationally. Sun Microsystems provides open source software applications and different types of hardware for business consumers. A benefit Sun Microsystems provides with new technology to customers is offering them the ability to trade computer parts when upgrading. ii CONTENTS Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. ii CHAPTER 1 SUN MICROSYSTEMS: INTRODUCTION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 CHAPTER 2 SUN MICROSYSTEMS: HISTORY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 History †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Continued Growth †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 CHAPTER 3 SUN MICROSYSTEMS: MARKETING †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 SWOT Issues †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Microsoft vs. Sun Microsystems †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 CHAPTER 4 SUN MICROSYSTEMS: PRODUCT TECHNOLOGY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Software †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Servers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. History Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 CHAPTER 5 SUN MICROSYSTEMS: CODE OF ETHICS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Employee Code of Ethics †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Employee Relationships †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Anti-Discrimination Policy †¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 CHAPTER 6 SUN MICROSYSTEMS: LEGAL ISSUES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 0 Hardware Patents †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 CHAPTER 7 SUN MICROSYSTEMS: INTERNATIONAL COUNTRY ANALYSIS (ITALY) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 CHAPTER 8 SUN MICROSYSTEMS: INTERNATIONAL ENVIRONMENT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 International Economy Results †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Domestic Economy Results †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 CHAPTER 9 SUN MICROSYSTEMS: INTERNATIONAL DEMOGRAPHICS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 iii CHAPTER 10 SUN MICROSYSTEMS: INTERNATIONAL POLITICS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 CHAPTER 11 SUN MICROSYSTEMS: INTERNATIONAL SWOT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 SWOT Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 CHAPTER 12 SUN MICROSYSTEMS: GLOBAL BUSINESS STRATEGIES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 Five Business Level Strategies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 CHAPTER 13 SUN MICROSYSTEMS: CHANGE MANAGEMENT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Server Management †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. 17 CHAPTER 14 SUN MICROSYSTEMS: STRATEGIC CHANGE †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Product Upgrade †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Storage Management †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 Open Source Management †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 CHA PTER 14 IMPLEMENT PLAN OF CHANGE †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 Implement Change †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 20 CHAPTER 16 IMPROVEMENT RECOMMENDATIONS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 CERTIFICATE OF AUTHENTICATION NATIONAL AMERICAN UNIVERSITY . 25 APPENDIX A PORTER’S FIVE FORCES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 26 APPENDIX B GOVERNMENTAL PARTIES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 27 iv History, Strategy, International CHAPTER 1 SUN MICROSYSTEMS: INTRODUCTION Over the last 26 years, Sun has built a strong business strategy to satisfy commercial and consumer buyers with multiple products. When it all comes down to it, Sun Microsystems is one of the most defined and trusted computer manufactures in the globe. This thesis paper discusses the achievements of Sun Microsystems, Inc. Chapter 2 looks into the history of Sun Microsystems. Chapter 3 reviews the choice marketing strategy of Sun and how they have improved their current business position. Chapter 4 examines what products Sun provides consumers in software, storage, desktops, workstations, and microelectronics. Chapter 5 discusses the business code of ethics policy. Chapter 6 explores the legality of Sun Microsystems. Chapters 7 through 11 discuss the international facility of Sun Microsystems in Milan, Italy and chapter 12 explores their global business strategies. 1 History, Strategy, International CHAPTER 2 SUN MICROSYSTEMS: HISTORY In 1982, four people got together and built Sun Microsystems, Inc. in Santa Clara, California. The latest date of 2007 annual reports confirms this company now has 34,000 employees worldwide. According to Hoovers, the top three executives are Jonathan I. Schwartz, President, CEO and Director, then Scott G. McNealy, Chairman, and then Gregory M. Papadopoulos, EVP Research and Development and CTO. (Hoovers, 2008) Since 1982, Sun Microsystems has believed, â€Å"The Network is the Computer† to achieve their company success. History In 1983, Sun made enough revenue to open operations overseas in Europe. (Sun, 2008) This new overseas office gave many capabilities to what Sun could accomplish. For example, Sun opened their doors in multiple international countries to build revenue. The first international operations for Sun opened in Canada in 1985 (Sun, 2008). The following year, operations started in Asia then in Australia. Sun, 2008) In 1988, Sun reached their first $1 million dollars in sales revenue, which is a major milestone. (Sun, 2008) In 1990, Sun introduced the first workstation which was a new plateau reached. (Sun, 2008) This workstation brought new strategy into Sun’s marketing strategy because of opportunity it added. Continued Growth In the late 1990’s, Sun expanded their business horizons int o hardware then built a T1 server which handled the backbone of the Internet. (Sun, 2008) That same year, Sun completed the Micro, Standard, and Enterprise editions of the Java 2 platform 2 Comment [US1]: Period follows citation not before History, Strategy, International 3 application. (Sun, 2008) Java software gives opportunity to developers they previously did not have. This software allows programmers to develop and build ideas more easily. Java is used in web browsers to this day, so it is important to ensure that application stays updated as required. History, Strategy, International CHAPTER 3 SUN MICROSYSTEMS: MARKETING The marketing strategy of Sun Microsystems did change as the company increased the product line because with additions they needed to build a correct strategy. The reason for changing the marketing strategy is to compete with businesses just like them. Sun Microsystems has always ensured that their consumers receive the best products and the best in customer service. In 1992, a great marketing strategy used by Sun was to join with Hewlett Packard and announce new workstations built specifically for technical businesses. As the author of Computerworld magazine stated, â€Å"The companies are pitching their workstations to different customers–Sun wants to displace PCs from commercial desktops and HP is focusing on the midrange and high-end workstation user. (Johnson, 1992, 4) SWOT Issues Just like any other business, Sun has strengths, weaknesses, opportunities, and threats. Keeping those four key points in mind will provide Sun the assistance they need to further their possibilities in the world of technology. Sun was able to acquire the program application MySQL. In many technical circles such as networking, the word â€Å"lampâ₠¬  will be used during a discussion between administrators. An IT article explains how these letters are also read. The letters of lamp each stand for an application used to build a network server; Linux, Apache, MySQL, and PHP. Anonymous, 2008) Microsoft vs. Sun Microsystems Microsoft is a company that many consumers know for the popular operating software they provide, Windows. Some may not be aware of legal issues that had taken 4 Comment [US2]: Magazines and newspapers are in italics History, Strategy, International 5 place between Microsoft and Sun regarding the Java application. A 2004 article put many business owners at ease when the authors stated, â€Å"Just before last Christmas, secret talks aimed at ending one of the bitterest wars in business foundered. (Guth & Clark, 2004, A1) The disagreement began on October 1997 when Microsoft was sued for using Java incorrectly. In January 2001, Microsoft and Sun did reach an agreement finally to settle the 1997 case in which Mic rosoft paid Sun $20 million dollars. (Guth & Clark, 2004) The settlement of this case actually allowed both companies to move forward without regrets. On March 10, 2008, Microsoft and Sun Microsystems met once again and this time it was on better terms. Both companies created an alliance including the grand opening of the Sun/Microsoft Interoperability Center. The center is located in Redmond, Washington, the same location of the headquarters for Microsoft. One benefit this center received was the type of Sun server and storage system. The other benefit was the type of Microsoft server software. (Johnson, 2008) History, Strategy, International 6 CHAPTER 4 SUN MICROSYSTEMS: PRODUCT TECHNOLOGY Software Sun provides many options to consumers when choosing from software. It is not just operating systems. Sun provides Java and Java Enterprise Systems to the consumers. Consumers have the ability to use Mobile Solutions when they are away from their away from their main computer. Business management software is available on levels of security for identity management or systems management. Software tools to assist database maintenance, application management, and development production are also available. The latest version of Solaris is Solaris 10 and it was released in 2004. (Sun, 2008) Servers Sun Microsystems has been busy improving since the original SPARC came onto the market. Now consumers have multiple options within this category to chose. For example, a consumer could choose a â€Å"Blade† server, the â€Å"x64† server, a Netra server, a SPARC erver, an Entry Rack Mount server, a Mid-range server, or a High-End server. Each product has advantages and disadvantages that will match up to a consumer’s needs. If a business still needs to consider options, the Sun web site performs a comparison of the servers. If a business needs something more customized, Sun will provide rack cabinets so the business can build a specialized rack sys tem to meet their own needs. History Conclusion Sun Microsystems provides more than software, main frames, and rack systems to the consumer. Over the last 26 years, Sun has built a strong business strategy to satisfy History, Strategy, International 7 commercial and consumer buyers with multiple products. Sun is a business that believes the best way to earn revenue is to stay focused on important issues. Keeping focus on business strategy and consumer needs will turn growth and revenue into prosperity. History, Strategy, International CHAPTER 5 SUN MICROSYSTEMS: CODE OF ETHICS In 2001, Sun Microsystems built a Business Conduct Office (BCO) to assist employees and board members as necessary. (Corporate, 2008) To ensure employees are assisted in the best possible way, Sun keeps this document consistently updated. An employee can contact the human resources department should they have any questions or concerns. Employee Code of Ethics After employees are hired, they are provided with documentation listing a helpfully written ethics policy each person is required to follow. As an employee, a person is expected to use common sense in the decision-making process. More importantly, Sun requires each employee and board member to follow these company ethical guidelines: â€Å"Be familiar with these Standards of Business Conduct and follow them at all times. Comply with all applicable governmental laws, rules, and regulations in the performance of their duties on Sun’s behalf. Be sensitive to situations which could lead to inappropriate business conduct and avoid engaging in such inappropriate business conduct. Comply fully with the letter and spirit of Sun’s Conflict of Interest policy and always conduct Sun business in a manner that avoids conflicts between personal interests and Sun’s best interests. Promptly bring to the attention of appropriate Sun management or Sun’s Business Conduct Office any known or perceived unacceptable business conduct or illegal behavior. Seek appropriate guidance when it is suspected that business conduct issues. 8 History, Strategy, International 9 Always conduct Sun’s business with honesty and integrity and refrain from conduct that would negatively impact Sun’s reputation. † (Sun Microsystems, 2007) Employee Relationships Businesses must build a working relationship between their employees just as they do with their consumers. It is also important for employees to know they will always have the respect of their employer at all times. Employees are expected to return the same professional conduct as a courtesy to their employer. In addition to professional standards, Sun has a global anti-discrimination policy that protects employee rights. This anti-discrimination policy serves dual purpose because it protects an employee’s rights and it prevents discrimination within the company. Anti-Discrimination Policy In the anti-discrimination policy, there are four types of harassment examples. They are verbal harassment, visual harassment, physical harassment, and sexual demands. (Sun Microsystems, 2007) An example of verbal harassment is co-worker insults another with explicit jokes or makes sexual remarks towards another person. Visual harassment is considered graphic material whether it is written, printed, or sent through email. Physical harassment is considered more sexual driven as a person intentionally brushes up against another in a way that is unwelcome. Sexual demands are defined as unwanted sexual advances. History, Strategy, International CHAPTER 6 SUN MICROSYSTEMS: LEGAL ISSUES Sun Microsystems has a legal department that has the capability to work through multiple situations. For example, Sun took legal action against Microsoft after discovering their Java code was used to advance Microsoft’s Internet Explorer. After Sun and Microsoft ironed legal differences in front of a judge in 2004, both companies emerged with new ideas. According to a 2007 article in the Wall Street Journal, â€Å"Sun has agreed to sell servers that come with Windows installed at the factory. Some customers already run Windows on Sun's x86 systems — those that use chips from Intel Corp. and Advanced Micro Devices Inc. — but had to buy and install the software themselves. † (Lawton & Clark, 2007) The executive vice president of Sun’s systems group stated, â€Å"This is quite a different situation. (Lawton & Clark, 2007) It is obvious seeing Sun and Microsoft business activities they can become allies and begin build something new to benefit the consumer. Hardware Patents Another legal issue was resolved between Sun and a company named Custom Hardware Engineering over a patent dispute. Financial Wire briefly explained this suit in an article because of the delicate legal information involved . This independent service stated, â€Å"Custom Hardware had filed an antitrust counterclaim against the charges and was seeking $140 million in damages. † (FinancialWire, 2007) Sun settled the counterclaim with an amount that has not been disclosed. Because Sun purchased this hardware company, Sun in turn legally owned all rights however; one could possibly see why Custom Hardware attempted to sue for counter damages. 10 History, Strategy, International CHAPTER 7 SUN MICROSYSTEMS: INTERNATIONAL COUNTRY ANALYSIS (ITALY) This section of the Sun Microsystems research paper discusses the international facility. The global center is located in Milan, Italy. The international center provides consumers the exact services that American customers receive. This section provides economic details of Italy such as employment and unemployment. Other information discussed is things pertaining to demographics and the future of how Sun can progressively build its facility in the country. Over the last 26 years, Sun Microsystems has built a strong business strategy to satisfy commercial and consumer buyers with multiple products. When it all comes down to it, Sun Microsystems is one of the most defined and trusted computer corporations across the globe. 11 History, Strategy, International CHAPTER 8 SUN MICROSYSTEMS: INTERNATIONAL ENVIRONMENT Sun has built a center in Milan and it is called the Solution Center. They believe it will â€Å"expand business opportunities, lower development costs, and get products to market quickly†. (Sun, 2008) Customers can choose from products such as Solaris and Linux servers, desktop computers, and other types of storage peripherals. Four services available in the Milan Solution Center are proofs-of concept, benchmarks, product and solution demos, and porting. (Sun, 2008) International Economy Results In Italy, the first economic quarterly period was reported as $387,952 million Euros. It was showing a 0. 7% change from the previous quarterly period with a 1. 9% change from the previous year. Italy, 2008) As of May 2008, the employment rate status was 23,229 and the unemployment rate was 6. 5%. The total imports of goods and services in May 2008 amounted to $40,150 million Euro. Total exports of goods and services in May 2008 amounted to $39,688 million Euro. SDDS data reported the revenue of 2007 being $724,246 million Euro. (Italy, 2008) The Sun fa cility is located in Milan, Italy. Domestic Economy Results As of August 2008, Sun Microsystems reported its fiscal results. The revenue for the fiscal year was $13,888 billion. Revenue results for Q4 of fiscal 2008 are $3. 780 billion. Net-income for the fiscal 2008 earnings is $88 million. Cash earnings from operations of fiscal year are $1. 3 billion. (â€Å"Sun Microsystems,† 2008) 12 History, Strategy, International CHAPTER 9 SUN MICROSYSTEMS: INTERNATIONAL DEMOGRAPHICS On July 2007, a census reported the population of Italy to be 58,147,733 residents approximately. (Intute-World Guide, 2006/2008) The total residents in the labor force as of 2007 were 24. 86 million. The exports of Italy are engineering products, textiles and clothing, production machinery, motor vehicles, transport equipment, chemicals, food, beverages and tobacco, minerals and nonferrous metals. The country of Italy has boundaries to Austria, France, San Marino, Slovenia, Switzerland and the Vatican City including a coastline that spans 7,600 kilometers. (Intute-World Guide, 2006/2008) There are eight seaports, Augusta, Genoa, Livorno, Ravenna, Sarroch, Taranto, Trieste, and Venice. Italy has one gas pipeline and one oil pipeline. Two types of railways and 612 merchant ships are available to carry commercial or industrial cargo. (CIA-The World, 2008) Population According to The World Fact Book, the population of Italy was 58,145,321 as of July 2008. The median age of the male was 41. 4 years. The median age for the female was 44. years. The census of 2001 showed literacy rate for the male population as 98. 8% and the literacy of the female population as 98%. In a census as of 2006, school age expectancy for males was 16 years and school age expectancy was 17 years for females. (CIA-The World, 2008) 13 History, Strategy, International CHAPTER 10 SUN MICROSYSTEMS: INTERNATIONA L POLITICS According to the Maps of the World, there are three government components in Italian politics executive, legislature, and judiciary. (Government and, 2008) The executive area is in essence the Prime Minister while judiciary has control over legal power of the country. Italian citizens are permitted to vote at the age of 18. They can choose from a multiple list of governmental parties listed in Appendix B. (Government and, 2008) 14 History, Strategy, International CHAPTER 11 SUN MICROSYSTEMS: INTERNATIONAL SWOT Even though Sun has a facility in Italy, a SWOT analysis must be followed to ensure business operations move smoothly. SWOT analysis is defined by Bnet. com as, â€Å"an assessment of Strengths, Weaknesses, Opportunities, and Threats. SWOT analysis is used within organizations in the early stages of strategic and marketing planning. It is also used in problem solving, decision making, or for making staff aware of the need for change. It can be used at a personal level when examining your career path or determining possible career development. † (Cnet Networks Inc, 2008) In essence, the SWOT analysis is used to guide a business with structure and conformity. SWOT Analysis The SWOT analysis shows how strengths and weaknesses are internal whereas opportunities and threats are external. Using that philosophy, Sun must keep track of strengths or business advantages at their Milan facility. Sun should consider how to improve the current business status by increasing revenue in the technical market. When a business keeps aware of opportunities, it can improve their status. A few examples provided by QuickMBA. com are, â€Å"an unfulfilled customer need, arrival of new technologies, loosening of regulations, and removal of international trade barriers. † (Swot Analysis, 1999/2007) For example, currently Sun has a few facilities with trade barriers so should they be lifted that will allow easier delivery of product and building of revenue. Furthermore, Sun has 10 General Prohibition restrictions with specific countries and customers. (Sun Microsystems, 1994/2008) These restrictions protect Sun as well as their employees. 15 History, Strategy, International CHAPTER 12 SUN MICROSYSTEMS: GLOBAL BUSINESS STRATEGIES The three strategies business owners can choose from when determining what will work best for their business strategy on a global scale are multi-domestic, global, and transnational. The multi-domestic business strategy focuses on all overseas countries the firm has operations. The global strategy focuses on how products are delivered to the countries. According to Cangemi, â€Å"a transnational strategy seeks to combine aspects of both multidomestic and global strategies in order to emphasize both local responsiveness and global integration and coordination. † (Cangemi, 2008) Five Business Level Strategies Sun builds benefit from the five business level strategies that are cost leadership, differentiation, focused low cost, focused differentiation, and integrated strategy. Sun recognizes five items their business could face while attempting to improve. These items known as Porters Five Forces are competitive rivalry, power of suppliers, power of buyers, threats of substitutes, and threats of new entrants. A visual of Porters five forces is displayed in Appendix A. (Recklies, 2007) Albert Einstein once said, â€Å"Try not to become a man of success but rather to become a man of value. † (Success Quotes, 1994/2007) Sun delivers value to their consumers both domestic and international. Sun has grown to a successful business because of their continuous years of hard work from the CEO and all employees. Sun has proven to succeed in business it takes dedication, communication, and the willingness to work outside of the box. 16 History, Strategy, International CHAPTER 13 SUN MICROSYSTEMS: CHANGE MANAGEMENT Since 1982, Sun Microsystems has followed a structured business plan of goals for company products, services and higher revenue earnings. The 1980’s was a time for many companies to begin automating their systems. While some companies were just beginning to automate, Sun introduced its first workstation for businesses. In 1983, Sun opened the first facility overseas in Europe to expand products and increase revenue. Server Management In 2000, Sun customers who purchased high-end servers experienced a memory glitch error. Because of the error’s location, a statement was released on anonymity. The CIO stated, â€Å"Sun has taken an aggressive approach to addressing these issues with our customers. We have identified the source of the problem and taken steps to ensure that it does not happen again. † (Wagner, 2000, 10) Executives have said even though consumers were requested to sign a nondisclosure agreement to protect proprietary information, Sun plans to releasing a system board before the New Year that should resolve this error. Just as a gardener pull weeds for vegetables growth, Sun executives train personnel so they can grow within the business and excel. 17 History, Strategy, International CHAPTER 14 SUN MICROSYSTEMS: STRATEGIC CHANGE In December 2002, Sun Microsystems accomplished one more business goal after automation of their data center. Gordon Haff, analyst at Illuminata explains, Making effective use of data-center assets always has been an issue, but it's been exacerbated by the technology build-out of a few years ago. People would be very happy with a magic solution that allowed 1,000 servers to be managed as easy as one server, but that doesn't exist today, software developments such as IBM's Project eLiza, Hewlett-Packard's Adaptive Management Platform, and Sun Microsystems' N1 are steps in the right direction. (Greenemeier, 2002) Product Upgrade In April 2004, Sun Microsystems performed a product upgrades to Linux that provided business consumers desktop ease. This Linux version provides a newer version of Enterprise Java desktop. Not only that, system administrators can now control the entire desktop from a central platform. Chris Maresca, senior partner from Olliance Consulting states, â€Å"The desktop is one of the largest cost components of any modern corporation. When you layer on top of that the cost of server-based productivity apps tied to desktops, like Exchange, and you factor in the support costs for the desktops, servers and updates/security patches, plus mandatory hardware upgrades every few years, [the migration case] becomes even more compelling. † (Rooney, 2004) 18 History, Strategy, International 19 Storage Management In 2004, an upgrade that brought positive results to Sun was in the data management department. Sun announced the products StorEdge 6920 and Sun StorEdge 9990 storage devices. Marc Canepa, executive vice president of Sun Microsystems storage products says, â€Å"We don't think of storage as a separate company that just happens to be owned by Sun Microsystems, just like we don't believe that the strategy to reduce cost and complexity is one of going to a customer and taking over the whole operation. † (Fonseca, 2004) Open Source Management The strategy for this project has increased as time progressed because it is a very important product. An example of this is Sun classifying commercial open-source business strategies into four categories. Driver, Feinberg, and Weiss listed them in a Sun Microsystems Open Source 2008 report as: Sponsor open-source projects and solutions as an active member of a community, leverage open-source software embedded in other products and services, support and integrate selected products and services with open-source solutions, and provide direct, commercialized products and services of open-source solutions. (Driver & Feinberg, 2008) History, Strategy, International CHAPTER 14 IMPLEMENT PLAN OF CHANGE Sun Microsystems provides a vast amount of products, which support multiple needs of customers. To ensure the best strategy, Sun Microsystems must implement a plan to improve their current strategic position. When a business uses one strategy continuous, employees tend to become complacent then fall into a comfort zone. When Sun implements a new strategy, they could experience some resistance from employees because they did fall into that comfort zone. Implement Change When a business is ready to improve, management needs to be aware of three things, people, communication, and training. As John Kline explains in his article, â€Å"Implementing organizational change is a difficult and critical task. It has always been that way and is getting more so with the accelerated rate of change in most organizations. † (Kline, 2007) Employees must be aware of the changes made and how it will affect them. It is important for managers to stay communicated with their staff and keep them informed of any changes as they take place. During the process, managers should be training employees so they are prepared for the new conversion. 20 History, Strategy, International CHAPTER 16 IMPROVEMENT RECOMMENDATIONS Sun has a scheduled budget for research and development. The current strategy has allowed this company the ability to build a strong position in technology. Sun purchased a software company to complete a software collection for service-oriented architecture (SOA). Unfortunately, since this purchase Sun has not regained any lost ground. Sun must research what is currently available for storage management software and reconsider improving the plan for usage in mainframe systems. Sun should make a plan of time to review servers being sold. For example, newer technology will allow the company to provide things which older technology could not. A question Sun Microsystems must consider is how to manage replacements of damaged servers from customers when those particular servers have been replaced with newer models. Perhaps it is an opportunity for Sun to offer their customers a discount in such cases. In conclusion, Sun has built a strong business strategy to satisfy commercial and consumer buyers with multiple products. Because marketing is their responsibility, they must track sales and competition then readjust as necessary. Sun Microsystems is a defined and trusted computer corporation that international and domestic markets will work with. 1 History, Strategy, International 22 References Cangemi, R. R. (2008). The Formulation of an International Strategy. Pace University. p26-4. CIA-The World Factbook Italy. (2008). Retrieved August 11, 2008, from CIA Web site: https://www. cia. gov/library/publications/the-world-factbook/print/it. html Cnet Networks Inc. (2008). SWOT Analysis Definition. In BNet. com. San Francisco: C net Networks, Inc. Driver, M. , Feinberg, D. & Weiss. (2008). Open Source at Sun Microsystems, 2008 (Research Note G00156448). Denver, CO: Gartner. Fonseca, B. (2004, September 20). Sun, HP Focus on Storage; Goal is to simplify SAN management. Eweek, p. 31. Government and Politics in Italy. (2008). San Jose, CA: MAP XL Inc. Greenemeier, L. (2002, December 2). Automating the Data Center. InformationWeek (917), 65. Guth, R. A. , & Clark, D. (2004, April 5). Peace Program-Behind Secret Settlement Talks: New Power of Tech Customers; Microsoft, Sun Bury Hatchet, As Big Clients Demand Products Work Together; Gates Spotted in Enemy Camp. Wall Street Journal, p. A1. Hoovers. (2008). Sun Microsystems Executives [Data]. Available from Hoovers, http:// www. hoovers. com/free/co/people. html? ID=14833 Intute-World Guide. (2008). (Original work published 2006) Retrieved August 7, 2008, from Intute Web site: http://www. intute. ac. uk/sciences/worldguide/html/ 920_people. html History, Strategy, International 23 Italy: Economic and financial data. (2008) Retrieved on August 9, 2008 from http://www. istat. it/fmi/ITALY-NSDP. html#Real_Sector Johnson, M. (1992, November 16). Su n, HP Rev Workstations. Computerworld, p. 4. Johnson, R. (2008, March 10). Sun and Microsoft Expand Investment In Interoperability With New Center in Redmond, WA. Sun News. Kline, John A. (2007, January 1). How to implement change in your organization: the key: communicate, communicate, communicate. The Free Library. Recklies, D. (2007, December 30). Porters Five Forces. The Manager. org. Rooney, P. (2004, April 19). Migrating To LINUX. CRN, pp. 28. Success Quotes [Albert Einstein Quote]. (2007). (Original work published 1994) Retrieved August 17, 2008, from Quotations Page Web site: http:// www. quotationspage. com/subjects/success/ Sun Microsystems Export Prohibitions Disclaimer [International Trade Services]. (2008). (Original work published 1994) Retrieved August 17, 2008, from Sun Microsystems Web site: http://www. un. com/sales/its/prohibitions. html Sun Microsystems Reports Final Results for Full Fiscal Year and Fourth Quarter 2008. (2008, August). Sun Newsletter. Sun Microsystems, Inc. (2008). History. Retrieved from Sun Microsystems, Inc. , http://www. sun. com/aboutsun/company/history. jsp Sun Solutions Center: Milan, Italy. (2008) Retrieved on August 9, 2008 from: Sun Microsy stems: http://www. sun. com/solutioncenters/locations/milan/ Sun's Open Source Experiment. (2008, January). IT Week, 13. History, Strategy, International 24 SWOT Analysis. (2007). Original work published 1999) Retrieved August 17, 2008, from Quick MBA Web site: http://www. quickmba. com/strategy/swot/ Wagner, M. (2000, Nov 13). Sun under Fire for Crashes – IT Execs Say Server Vendor was Unresponsive; Hardware Fix for Memory Glitch is coming. Internetweek, PG10. History, Strategy, International CERTIFICATE OF AUTHENTICATION NATIONAL AMERICAN UNIVERSITY GRADUATE STUDIES Submitted to: Dr. Richard H Gayer Submitted by: Susan L. Elvins Course: Strategy and Policy Date of Submission: September 11, 2008 Certificate of Authorship I hereby certify that I am the author of this document and any assistance I received in