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In today’s society it is important to receive a college education to join the workforce. However, the transition from high school to college was a very intimidating experience for me. To make the college transition less frightening, I took several precautions while still in high school. These precautions included participating in extracurricular activities, taking challenging courses, as well as developing good time management skills. Challenging courses also benefited me because it helps to prepare me academically for the demanding workload found in college. Taking challenging courses while still in high school helps us prepare for the demanding workload that we will find in college. Most high school senior students believe that it is their right to take a minimal amount of courses because it is their last year in high school. This kind of thinking can however, frustrate us in the future because we will be overwhelmed by all the work assigned to us in college. College professors expect entering students to have a solid education especially in English and mathematics, and will expect a great amount of effort from us. In college, we do not have the option of complaining about having too much work, therefore getting ready as soon as possible is probably the best thing we can all do. College professors expect entering students to have a solid education especially in English and mathematics, and will expect a great amount of effort from us. In college, we do not have the option of complaining about having too much work, therefore getting ready as soon as possible is probably the best thing we can all do.

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If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on The development of the protagonist in English Literature. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality The development of the protagonist in English Literature paper right on time.

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The roots of English literature can be found in the late part of the first millennium in the year of the Lord. The protagonists of these first literary developments were generally kings. Over the coarse of several progressive centuries a diversely broader group of protagonists has been taken on. This group possesses more distinctive qualities than its predecessors. English literature’s main character has grown immensely since the beginning of its revolution and, it continues to thrive at the present day.



The epic Beowulf marks the origin of the evolution process. The protagonist in this story is Beowulf, the nephew of Higlac, king of the Geats. Beowulf is a great warrior with virtually no weakness when he is young. It seems that nothing can stand in his way. He slays horrific beasts with little effort and even battles underwater for hours at a time. He is equivalent to the contemporary comic-book superhero. As time passes, he inevitably grows old, and a dragon takes his life.

Literary works that follow Beowulf contain main characters with more advanced personalities and weaknesses while simultaneously and gradually lowering their social class. The short story “Sir Gawain and the Green Knight” and The Prologue to The Canterbury Tales, which were written in the Medieval Period, are magnificent examples of this improvement to the English protagonist. “Sir Gawain and the Green Knight”, encompasses a knight with a slight inferiority complex, and a fear of death. These qualities contribute to a more advanced plotline than Beowulf. Sir Gawain can face a wider variety of adversity than Beowulf does because of his limiting humanistic attributes. Attributes, such as those, are depicted in The Prologue to The Canterbury Tales written by Geoffrey Chaucer. The Prologue focuses on twenty-nine different characters of varying social class who each tell two stories on a pilgrimage they take to Canterbury. Chaucer describes these characters’ physical features, their attire and occupation, and their various eccentricities. He places great emphasis on their flaws.




After Chaucer, the English literary protagonist progresses in a notably similar fashion as “Sir Gawain and the Green Knight” and The Prologue to The Canterbury Tales did. That is, lower social classes and more advanced personalities are given to main characters. Other aspects follow. After males dominate the protagonist role for centuries, the opposite sex is taken into consideration by later authors. In 11, George Bernard Shaw features a female as the main character in his play Pygmalion. Eliza Doolittle, a poor flower girl with a detestable English dialect, is this central character. She desires to take speech lessons from a phonetics professor in the play. Her character shows a steadily increasing maturity throughout the play. The ability to mature and grow has developed greatly throughout the coarse of the English protagonist’s evolution. A character such as Eliza would never have been conceptualized in the time of Beowulf.

A character such as Winston Smith would not have been thought of in that time either. George Orwell conceives this character in his novel 184. Smith is a member of the lower social class in 184 called the Outer Party. He also possesses a rebellious and unethical personality. His unorthodox qualities allow him to indulge himself in behavior that is strictly forbidden by the current standing communist government, and they allow him to completely despise the Party’s world of false information. As a result, he joins the Brotherhood, an underground terrorist group, to help overthrow the Party.

The character Winston Smith has a very different and more advanced persona than Beowulf does. The basic evolution of the English protagonist starts with the stereotypical super-hero and moves to the unethical and rebellious anomaly. This anomaly has underlying motives and weaknesses. These characteristics were acquired gradually over the entire evolution of the English protagonist. Other aspects that were developed over that evolutionary time period are, and will remain to be, personality, variety in social class, and gender. There is still much more room for the English protagonist to grow. It does not show any signs of yielding to its current progressive motion.



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Fifth Business

---Character Response---

‘Fifth Business’, a book by Robertson Davies, has been written as a memoir of

Dunstable Ramsay. Dunstable Ramsay, renamed to Dunstan, during the course of the




book, is the narrator of this story. He writes this memoir to the Headmaster of the school,

where he was the Assistant Head and Senior History Master before his retirement. But

the memoir is only to be opened after his death, not before that. This information about

the book certainly implies that the content of the book and the way in which the life of

Dunstan and others has been described can be biased to a very great extent.

Dunstan has been observed as a very sincere and stiff person. But the abnormality in

his character does not show up till someone else mentions it to him. This is not to say that

Dunstan hides what was not very normal about him but it shows that during his life there

were others, because of whom Dunstan got a chance to think about his life, his nature and

his personality as a whole. We get to know a lot about him right from the beginning of

the story but a very important instance in his life is when the readers of the story get to

know more about Dunstan in a very straightforward manner. This is when Diana tells

Dunstable to change his name and says, “Why don’t you change it to Dunstan? St.

Dunstan was a marvellous person and very much like you � mad about learning, terribly

stiff and stern and scowly, and an absolute wizard at withstanding temptation.”

(Robertson Davies. -). It clearly states for the readers, that Dunstan is a person who

seeks knowledge, which implies that he must be having deep insight into subjects he

seeks knowledge about, for instance, about saints and their lives. We also know that he

wrote several books on this subject. He is also someone who can easily express himself,

verbally and in writing. He is an expressive person with a great ability to form strong

opinions. This quote by Diana tells us that Dunstan is a stiff and stern person, a man with

proper principles and a person who follows rules at an age of about 0. Something here

can give the readers an indication of the kind of person Dunstan is going to change into

once he grows up. It foreshadows that a person who can have so much mental control at

such a small age, might grow up to be a very mentally-strong individual. He is very good

at withstanding temptation. But the most important fact that this quote reveals to us is that

Dunstan can control his emotions and behavior. At least on the surface, he appears to be a

very composed and strong individual. But the fact that he is still tender in age makes one

wonder what the reason behind his maturity might be. One can easily attribute this to his

days in the army. It must have instilled discipline in him.

Dunstan had always been passively influenced and molded by his life at Deptford, his

family and especially his mother. He has a want of becoming something he might not

have had a chance of becoming if he were to remain at Deptford all his life. But this does

not mean he can run away from what Deptford wanted to make of him. He is loyal to his

friends and people near him. He is secretive in matters concerning anybody. He does not

like to gossip or spread rumors, something that would totally defy what Deptford taught

him. Proper in conduct, he is determined to do what he wants and takes a fancy for. But

he never seems to take a liking to anything that is not expected of a self-righteous and

correct person. He is restrained, but very hard working in what he is supposed to do. Not

extremely ambitious, he is quite frugal in money matters but does seek progress in this

field. Luckily, Boy seems to help him to a very great deal as far his economic status is

concerned. He is a determined fellow who is modest. One of his most significant

character traits is that he is a very responsible person, being able to take upon his mind a

lot of stress due to this. After all, he does maintain that he was solely responsible for

Mary Dempster’s plight if nobody else was to take or share the responsibility.

But all this makes him too much of a proper and correct human being, almost saintly.

It makes him too good to be true. But there is a flaw here. Yes, he is abnormal, not quite

like the normal person. He takes life too seriously. He never lets his inner being come

out. Very restrained, he never shows any impropriety in conduct or behavior. And we

come to know about this when Liesl says to Dunstan, “Why don’t you shake hands with

your devil, Ramsay, and change this foolish life of yours? Why don’t you, just for once,

do something inexplicable, irrational, at the devil’s bidding, and just for the hell of it?

You would be a different man” (Robertson Davies. 6). It shows us that Dunstan always

kept his devil inside him and never let him appear on the surface. It is one of the things

one might not have easily understood, but Dunstan’s soul is pure. Liesl’s last name is the

demon’s name in the play ‘The Vision of Dr. Fautus’, where Faust was a magician who

sold his soul to the devil. Dunstan is nowhere near a magician, but definitely wanted to

become one at a point in time. it is important to remember a this point that it is in the very

presence of Liesl, that Dunstan, for the very first time notices a change in the way he was

behaving. Talking about matters that were supposed to be kept secret or talking loosely

was never his style. But what is there that one might not do in the presence of the ‘Devil’.

He is not in full control of himself and his behavior. Liesl than asks Dunstan, “Who are

you? Where do you fit into poetry and myth? Do you know who I think you are Ramsay?

I think you are Fifth Business” (Robertson Davies. 7). The real purpose of Dunstable

Ramsay in this story is of being a passive recorder of events and facts. His very nature,

the way he grew up and the kind of incidents that shaped his life account for his

motivation to become what he is today. The fact that he never took a liking to what his

hometown had to teach him made him passively rebel against the kind of life he would

have had to live. He becomes a different kind of person. His feeling of being responsible

for Mrs. Dempster’s situation causes him to be like the person he is to a very great extent.

He is a very inspired person and like it has been mentioned before, very considerate and

composed. There is a great deal that could still be said about his character on further

investigation. Dunstan himself is not aware of a lot of things about himself, especially

about his place in the whole story, even though to him it might seem he is.

Percy Boyd Staunton was introduced to us on the very first page of the book. He

remains there throughout, playing a very important part in the story. He has a specific

character of his own, at the same time; he is a personification of the world around him.

As we notice, he is a very materialistic person who lacks the value of spirit and is to a

very great extent quite the opposite of Dunstan. Dunstan introduces Boy to us as his

‘lifelong friend and enemy’, making Boy’s character a very interesting one. As a child,

we see, that Boy is a spoilt brat who is a bad loser and grows up to be a very ambitious

person. He is very successful and progressive person, but only in the field of money and

status. His strength is his sharp mind, which works very well when it comes to money

matters. But he lacks any real inner strength. He is the antagonist in this story and is a

part of various incidents, which lead to his downfall as a man with values and principles.

There are many incidents in the story which contribute towards telling the readers a lot

about Boy’s character, but one of the most important times is when Boy completely

denies his guilt of throwing the ill-fated snowball, which causes the story to take the route

it does. He acts in a very irresponsible manner throughout the play. The first time we see

what a cheap coward Boy is, is when Dunstan narrates to us, “We looked into each

other’s eyes and I knew that he was afraid, and I knew also that he would fight, lie, do

anything rather than admit what I knew. And I didn’t know what in the world I could do

about it” (Robertson Davies. ). He completely denies any responsibility of the bad

incident. He does not care what his friend would feel about the whole thing or how

Dunstan was to deal with it. He does not know how to deal with moral and mental

pressures in life. He is shallow of heart and lacks the depth of character. He does not

concern himself with anything that is of no use to him.

Not caring about people’s feelings is his style and we come to know about this on two

occasions. One is when Boy gives Dunstan film reels to be developed and later Dunstan

finds that the reels contained pictures of Leola in which she is stark naked. After this,

when Dunstan is at Boy’s place, Boy says, “Nice, nice, nice! Of course it isn’t nice! Only

fools worry about what’s nice. Now sit here by me, and Dunny on the other side, and be

proud of what a stunner you are” as a reply to Leo’s repeated pleading to not show the

photos in front of Dunstan (Robertson Davies. 157). It creates a feeling of hatred for Boy,

among the readers. Very inconsiderate, he treats his wife like garbage, some object

without feelings and insults her by being so rude to her in front of their old family friend.

The next time we get an insight into Boy’s character is when, at Christmas, Leo finds a

note in Boy’s clothes that tells her of what Boy has been up to with another woman,

committing adultery? And to this Percy Boyd Staunton says, “‘There’s no reason to carry

on like that…But if you think I intend to be tied down to this sort of thing’ � and he

gestured towards the drawing-room, which was, I must say, a dismal, toy-littered waste

of wealthy, frumpish domesticity � ‘you can think again.’” (Robertson Davies. 186). This

really crowns it all. He takes absolutely no responsibility of what just happened. He does

not think committing adultery is a crime, a moral one more than anything else, but the

fact that he does not even apologize for his wrong deed illustrates a lot about his

character. He says this to Leo in front of their children, scaring them for life. Lost

innocence can never be restored. He leaves his wife, the very person who would do

absolutely anything to be like the person Boy wanted to make her, howling and heart-

broken. Truly cruel and evil, Boy probably deserved what he got in the end.

All his life, Boy only looked for wealth and fame. Being the center of attraction and

dominating situations by any means was his life’s real motive. He wanted to surpass

everything and everybody in the materialistic world. His was the thought that money

could buy anything and was the only base of a life. For him too, Deptford might have

been something in the past, long forgotten and forbidden, but scarcely do people realize,

just how much, the forces that affected them as children, really drive them. Boy enjoyed

his life on the basis of the money and wealth he had amassed. Such achievements,

without the least trace of any humanitarian qualities; what a tragedy that is and this is

exactly the kind of person Boy was. A person with no honor, Boy is a hollow person,

with impure intentions he had lead his life and died, only to be forgotten as a regular rich

fellow.



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What is love? When looking up this word in Webster’s Dictionary several definitions are used to describe this profound word. Love can be “a strong affection, a warm attachment, an attraction based on sexual desire, a beloved person, and an unselfishly loyal and benevolent concern for others.” Love is a very diverse topic, as discovered in the short story by Raymond Carver, What We Talk About When We Talk About Love. The characters within this short story argue that love is spiritual, painstaking, a feeling to describe someone whom one enjoys being around, a way to describe a feeling that never lasts forever, and a feeling that causes one to die without their loved one. Love is a feeling so strong that it molds us into our very being.

Mel Mc Ginnis, a character from the short story, What We Talk About When We Talk About Love, believes that love is “nothing less than spiritual love.” Mel had drawn this conclusion from information he had gathered while attending a seminary before going to Medical school. These were, as he said, the most “important years of his life”, and therefore had a strong influence on his opinions. However, Mel’s belief of the meaning of love is different from that of his second wife, Terri’s.

Terri’s conviction about love was different from her friend’s sitting around the table and drinking gin and tonic. She had fabricated her opinion based on her experiences with her ex boyfriend, Ed. Love is painstaking. Terri told her friends that Ed had loved her so much that he “tried to kill her.” When describing a memory, Terri tells her friends how Ed pulled her by her ankles while saying, “I love you, I love you, you Bitch!” Terri says that Ed truly loved her, and she knew this because his reaction to love caused pain. Love “was there” she argued to Mel when he had refused to believe her. Her friends, however, had other outlooks about love.




Ray Carver believes that love is absolute. While he watched his friend’s argue about this subject, he affectionately caressed his wife, Laura’s hand. He silently thought of his and Laura’s relationship. “In addition to being in love,” he profoundly thought, “We like each other and enjoy one another’s company.” This was Ray’s beautiful way of describing what love is. Once again Mel took his turn in speaking during the argument.

Whether it was the gin and tonic Mel had been drinking that caused him to create a myth about love, or maybe a few inside beliefs that finally showed themselves due to the alcohol, in either case, Mel told his friends a new theory about love. What if love was a word to describe a short feeling for someone/ something until someone/ something better came along, thus leaving the old “love” categorized in our minds as a memory? “What happened to the “love” that once existed for the other people?” Mel asks his drunken friends. “I must have loved my first wife too,” he declared, “and now I hate her guts.” What if love isn’t as strong as we make it out to be?

Next, Mel describes to his friends a powerful form of love. He tells a story about an old couple terribly wounded in a car accident by a young drunken boy. Somehow, the couple amazingly lived through the severe injuries the car accident caused them to have. Then, Mel told them that the old man and his wife were bandaged from head-to- toe. Being in better condition than his wife, the old man fell into a deep depression because he was unable to turn his head and look at his wife. “I’m telling you,” Mel said to his friends, “the man’s heart was breaking because he couldn’t turn his goddamn head and see his goddamn wife.” Mel’s story reveals the power about what true love can do to us.

In conclusion, the characters of the story What We Talk About When We Talk About Love had all decided that love could be shown whether it is in a spiritual, painstaking, an absolute form, or an effect that causes us to feel lonely without our loved ones. Love may not even be true at all as Mel Mc Ginnis has observed. Or, maybe there is no real definition for the word love since Ray Carver never concludes about what love truly is. However, I truly believe that love exists, and I know it does because I have lived indefinable experiences that I would call “love.” Love is a beautiful way of describing a magical feeling we, as humans, discover when meeting a special someone or something in our life. Love is a feeling that lasts forever and can never be taken away from us or categorized into a simple memory. Love can make one feel endless happiness and become full of life. If the person we had once loved were ever to pass away, if this love were true, the person would never forget their lover even if they discovered another that they had come to love. I do not agree with Mel or Terri about love being shown through abuse, or thinking that love may not have a truthful meaning. However, I do believe the story about the old couple that was in love with one another. This shows how powerful love can truly be. It does exist. Love may indicate several different descriptions, however, I know that one thing is true about this mystery word…Love is forever!



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A Gathering of Old Men

(18 Knopf Edition)

In the novel A Gathering of Old Men, Ernest J. Gaines, portrays the Novel through the eyes of individual narrators involved on the events of the day. The novel focuses on a group of cowardly black men who finally stop running and stand up for themselves for their years of suffering. In the bayou country of deepest Louisiana, in the late 170s, a Cajun farmer is found shot dead. At the scene there is one young white woman and about 18 old black men, each holding a shotgun. The sheriff is pretty sure who killed the white guy, hardly any of the old fellows standing around could hit the side of a barn. But the Sheriff’s interrogations, punctuated by slaps and threats, fail to crack or resolve their conflicting and confusing stories. Every single one claims guilt, though the dead man was killed with but one shot, and they promise a riot at the courthouse if the sheriff makes an arrest. Meanwhile, they wait for the inevitable lynch mob that is sure to be organized by the family and buddies of the deceased. By the climax of the story, everyones learned a little something, especially the beaten old black men who get a taste of their own power and courage.

There is great difference between the narration of the black people and white people. The black men grow through the novel and become individuals and depict their inner pain. The Cajuns do not see nor realize the years of pain and guilt that the black men have carried with them. The story illustrates two worlds, the inner world is the life in Marshall Quarters, the old black men and their family; the outer world being everything outside the Quarters, Fix, the Cajuns, and even the white people. The blacks have an inner family that has experienced similar hardships and treat each other in ways that are considered offensive by those members of the outside world.




One of the most prominent examples is his use of the Christian names, given by their ancestors slave owners; and their nicknames. Before each black person narrates they are introduced, Grant Bello aka Cherry. Throughout the entire novel all black people have a nickname in which they only allow the inner world to refer to them. When Yank is confessing the crime of killing Beau Griffin begins to take down the name Yank. Y-a-n- and is corrected Sylvester J. Battly . Be sure to spell Sylvester and Battly right, if you can (Gaines ). The name he wants printed to the outside world is his real name, not the silly nickname his inner ring of friends refer to him as. These nicknames they find harmless by their peers, are offensive by others. When Charlie comes back, now a man, he wants to have a handle, too-like Mister. Mr. Biggs (Gaines 187). This demonstrates the two distinct worlds of the blacks and whites. The nicknames are offensive if spoken by those outside their world.

There are continuous examples through the novel that illustrate the presence and difference in the two worlds. Each of the old men tells a story of pain due to oppression by the white man. These stories automatically separate Mapes, Fix, or even Candy from the world and lives of the men. The common thread that unites these men is their story. Only on this day do they become individuals versus a group, a world with a common thread. They became individuals by telling their story that also depicted the difference in worlds. When Johnny Paul tells his story of the palm-of-Christians he tells Mapes, the outer world, No, Sheriff, you dont see. You do not even know what I dont see (Gaines 8). The black men have different experiences and histories that separate them from the outside world. This is constant though the stories. To the Cajuns, the graveyard is more land, but to the blacks its their ancestors and identity. Without the graveyard, they will not be remembered.

Each of the stories is a division between the two worlds. When Charlie returns to his world to confess the he killed Beau, he becomes a man. And says I want the world to know Im a man (Gaines 187). By admitting his actions and standing up for himself he is proud. Although his action is murder, he still believes the world needs to see him as a man. In the end of the novel Mathu makes the decision to ride with Clatoo and the others that greatly symbolizes the two worlds. The inner world sticks together, especially after they have found their identities. Many of the differences of the two worlds are portrayed by symbols or symbolic statements. Candy refers to the old black men as her people, I will protect my people (Gaines 1). She is not a part of that inner world, possibly apart of Mathus world, but not the inner world in general. By calling them her people, she claims ownership, which is far in the past. She is white and has not been oppressed by the white men for years. Luke Will and Charlie Biggs represent the extremes of the two worlds. They are the members that take the most outrageous action; therefore, they stand of the symbols that represent the prevention of change and change. They are of two different worlds, and yearns for two different goals.

Their speech is also a symbol of the division. When the black men narrate they speak with bad English, for example, Chimley says Now, I aint even stepped in the house fore that old woman start fussing at me (Gaines ). When narration is from Miss Merle or Lou Dimes the slang is not portrayed. This proves the extent of the division, it is even visible in their speech. The story is set in the 170s; however, while reading the novel it did not appear as though the civil rights movement had even taken place. This was true only in the inner world, Marshall Quarters, not the outer world where Gil and Cal, Salt and Pepper, were playing football together. It also portrayed how Marshall Quarters is stuck in the past. Throughout the novel, the distinction of the two worlds become consistently more evident. The entire novel is based on these inner and outer worlds that separate the blacks and whites. These men were not violent, but on this day, they did not return home without a battle. They were standing up for brothers and sisters, children, and their ancestors who had dealt with years of pain, oppression, and disgrace. On this day they were all men, men who fought for their freedom, men who were proud.



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Fashion Trends Have Effected females’ Self-esteem

Fashion can be thought of as a type of art utilizing cultural materials to transform the appearance of the natural body. It communicates things like social status and sex as well as enhancing attractiveness. While it may have evolutionary links with the flamboyant displays of peacocks and other birds it is clearly a way in which humans distance themselves from the natural world. Through the years, the definition for what was thought to be beautiful has changed a great deal, but culture as always had control over women’s bodies. The multi-billion dollar fashion and beauty industry of today moves at such a fast pace that trends come and go everyday. What was considered beautiful two hundred years ago probably wouldn’t be thought of in the same way today? The fashions and trends that have occurred over the past four decades are leading to a problem that is getting worse every year. It was somehow decided many years ago that it was desirable for women to be thin, or at least not over weight. And it seems that most beautiful and most admired women of today’s age get smaller every year. To understand where we are at today, we must first understand the major influences that have happened in the fashion industry in the past 40 years.

What has to be known as the “Youth Culture” started in the 160’s? During the same period of time Barbie was introduced to young girls. Though meant to be an ideal in “feminine glamour”, Barbie was very unrealistically proportioned, with larger than average breasts, extremely long legs, and very slender hips. Fashion went to extremely different lengths during this decade. The fashion industry cut inches from the hems of skirts, creating the very popular miniskirt. Women started wearing bikinis instead of one-piece bathing suits, and tight fitting body suits also became popular. These “fashion revolutions” did a great deal for the fashion and beauty industry, but it put a lot of pressure on women and teenagers to stay or become thin (Media 0-1).

The 170’s have become to be known as the “Me” decade; because people started dressing any way they dared to. What people wore wasn’t as important as it once was, but how the person looked continued to gain importance. The use of teenage models continued. This left woman an unwritten code of beauty that held thinness as very important. The desire to be muscular and toned continued to flourish in the eighties. More pressure than ever was put on women to diet and exercise, and as in years before, the use of younger models increased. Calvin Klein began a series of advertisements that contained shots of young men and women who portrayed an ideal body image small framed bodies with baby-like facial features set in a sexually provocative pose (Media 4).




The 10’s brought forth a style of body that many people have tried to obtain. The “Waif Look” is a lot like the first youth models of the sixties, but taller and even thinner. The young models that portray this look have super straight bodies, and stick thin arms and legs. The youth trend that has gone on over the past few decades continues strong today. In fact, models are beginning at younger and younger ages. Most begin at around 15, although it is not surprising to see thirteen-year-old girls on the fashion runways of Paris and Milan (Media 5-7). In turn, these girls unintentionally force the older, more proportioned, models to lose weight and try to reduce their bodies to the size of their almost pre-pubescent competition. The average female has a height of five feet and five inches and should weigh in at about 117-156 pounds. The average model is about 5’10’’ and weighs only approximately 15 pounds. Women across the country look at models like Kate Moss and wonder where they are going wrong in their diets and exercise routines. Most people aren’t aware that the average model weighs about % less than the average female of their age (Media 1), and still think it is perfectly normal and attainable to have a body like Kate Moss’. In all actuality, only 10% of the nations’ population genetically fit models’ height and weight zone.

Thee desperate need to look younger, thinner and more attractive as become a near obsession with millions of American teenagers. Teenagers turn to models and celebrities to define how they should look, and as a direct result develop problems with their self-esteem and become obsessed with their bodies. At a very crucial and stressful point in their lives, their bodies are experiencing changes and are starting to develop. Cover models portray the perfect face and teenagers tend to want to be like them. They want to look like the girl in the cover of Seventeen or the actors they see on television. What they do not realize is that these models have been chosen from hundreds of other aspiring models and under go a lot of preparation in order to be ready for a photo shoot. If the teenagers are not careful, they can begin to lose self-esteem, because they want to look like someone else. Sadly, more and more young women want to be the stereotypical ideal, and are pre-occupied with becoming or staying thin.

In a survey conducted in 18 by USA Weekend in partnership with Channel One, for their 11th Annual Special Teen Report, as many as 7,000 teens ranging from grades 6-1 were asked a variety of questions reflecting how they think of themselves, their parents, their friends and other related topics. Most of the teens say they feel good about themselves in general, but about thee same amount of people felt insecure about their appearance. More than half of the teens feel pressured to look a certain way and a very large percent say that celebrities influence their lives and how they dress (Teens ). Nearly / of all teens surveyed believe that appearance plays an important role in becoming successful and gaining respect in life (4).

Somewhere teenage girls of today have gotten a distorted perception of what is important to their own health and well being. Could it be that the models they admire re making them think that being skinny should be their first priority? As models have decreased in size over the years, so has the self-esteem of our teenage girls. It is interesting to note that the influences of the fashion industry are showing up in weight statistics for real women whose average weight is now on the decrease. Could it be that as the inches are disappearing from the waists’ of models, the self-esteem of our teenage society is disappearing along with them?

A lack of self-esteem can lead to greater health problems. Many teenagers feel pressured to fit in and try to conform to societies ideal body image. They think that if they are skinny, people will like them and they will be accepted. Almost all teenage girls buy or read fashion magazines; the slender supermodels contained within the magazines only reinforce the young teenager’s beliefs that to be accepted they must e thin. What we do not realize is that the minority of people have an image like the cover models’ appearance so it would be logical to have a more realistic image on the cover of a fashion magazine because the customers who buy advertised products and clothes have an ideal image not a supermodel’s image. Lots of teenage girls look at models, as idols and resort to unhealthy methods of weight loss to try and look like them. These unhealthy ways often lead to more serious problems like anorexia and bulimia. Both life-threatening disorders are characterized by lack of self-esteem, and people who suffer from them usually have doubts about their individuality and self worth.

It is needless to say that as society and the fashion industry drop the average size of models, the self-esteem of any bone thin for so long, it is also unhealthy to make the young women of tomorrow feel inadequate. Most young women are blessed with the reality that they are never going to be a famous fashion model, but that does not mean that the same young women don’t envy the models tat do make it. It is obvious that we wont be able to turn back time, and change the way society have developed a pre-occupation with beauty and thinness. We can, however, change the way young women think about themselves. A single positive influence in a teens’ life can be enough to make a world difference. We need to encourage teens to be themselves and to be proud of who they are, so they do not feel pressured to fit in and conform to society. People whom are happy with who they are, are less likely to try and obtain and “ideal” body image, because they accept their bodies the way they are.



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HR Management

This essay will evaluate the role of human resource management (HRM) in the strategic process. This will include the function of recruitment and training programs in HRM, the concept of strategic fit and how human resource management can lead to a competitive advantage. The manner in which an organization’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan. It has become a prominent part of business management, that people provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organizational performance (Youndt, Snell, Dean, Jr, & Lepak, 16).

The relationship between the strategic planning of an organization’s people and the overall strategy is being increasingly recognized as one of great importance. A growing recognition of human resources as being a company’s most important asset has, and will continue to, changes the focus of strategic planning. It is no longer acceptable to exclusively plan for those assets that will appear on the balance sheet. A plan integrating human resource management and the overall strategic plan is necessary, such that the management of people is not a distinct function, but acts as a medium through which all other business strategies are implemented (Armstrong and Long, 14 p. 4). In essence, the competitive, human resource, and structural strategies should all be linked in a systemic and dynamic fashion (Boxall, 16 p. 61).




The purpose of HRM is to anticipate changes within the employee framework, thereby ensuring that the organizational objectives are fulfilled (Nankervis, Compton and McCarthy, 1 p. 5). This process is critical to the strategic objectives of the firm. If changes in the ‘people market’ can be anticipated, and if this is attended to at the senior level, human resource management (HRM) can act as a proactive advisor. However, the relationship between overall strategic planning and HRM is largely dependent on the perceptions of both HRM and senior management towards the contribution that the workforce can make to corporate success. For example, companies that are aware of the strategic value of human resources are more likely to integrate HRM with the overall strategic plan (Nankervis, Compton and McCarthy, 1 p. 56).

Strategic human resource management (SHRM) is the process of identifying the organization’s strategic goals and the use of these goals as the basis for personnel practices and procedures (Butler, Ferris and Napier, 11 p. 64). Comparing the performance of organizations that utilize it with those that do not can show the importance of SHRM. Numerous studies and reports have concluded from their study of the corporate sector that the strategic management of human resources leads to a competitive advantage, (see Collins, 187; Butler, Ferris and Napier, 11; Koch and McGrath, 16; Armstrong and Long, 14; Schuler and MacMillan, 184; Pfeffer, 15; Schuler and Jackson, 187). Knowing, therefore, that the development of a strategy for HRM is beneficial, the setting of strategic objectives is necessary. The strategic objective includes the overall competitive objectives of the company, the formation of which is identified by the organization’s mission statement. By considering the environmental analysis (including industrial and economic factors) and an internal analysis (including strengths and weaknesses of the firm and human resources), the company is able to formulate an overall strategy, with a major contribution from HRM (Butler, Ferris and Napier, 11 p. 67).

Human resource strategy and corporate strategy need to be integrated so that strategic harmony is developed between HRM and the business plan (Armstrong and Long, 14 p. 4). Certain human resource strategies, particularly the accurate projection of human capital needs, and employee selection and development, will lead to superior workforce performance. If a firm is able to excel at creating a highly productive workforce through effective HR management programs, they will gain a competitive advantage (Koch and McGrath, 16 p. 7; Schuler and MacMillan, 184 p. 54). This gives the corporation an advantage that competitors will find difficult to replicate, and can lead to an increase in market share and company profits (Schuler and MacMillan, 184 p. 41). The human resource management practices will not exclusively influence the success or failure of an organization, though they will be a critical factor.

An increasingly large number of corporations are now using HR practices to support their long-range business planning processes. An Australian study in 1 found that % of those companies that regularly develop formal corporate plans have considerable input from the HR function (Nankervis, Compton and McCarthy, 1 p. 56). In the four years since then, there have been a number of changes in workplace arrangements, particularly in regard to enterprise bargaining (CCH, 15).

In this new economy, the expertise of each employee is regarded as a living asset, such that there is now much greater interest in the contribution of HRM to overall strategic planning. Since HRM deals with issues regarding people, it also has an ethical role to play. It is likely that any HR management will probably be influenced by the need for fairness and justice. If HRM is to contribute to the overall strategic planning within the organization, any ethical issues related to the personnel and the industry will be influential. The ethical management of human resources is also dependent upon an appropriate fit between HRM and the organization’s strategy. Essentially, human resource management cannot be ethical unless it is strategic (Miller, 16 p. 16).

A fundamental division within strategic HRM is recruitment, the requirements of which are determined by the overall staffing requirements and strategies of the company. Developing a strategic approach to recruitment processes is therefore necessary to create a pool of appropriately qualified and experienced people so that selection can be initiated. A strategic examination of the organization’s needs by the HR management group will identify the type of person required for that type of job (Nankervis, Compton and McCarthy, 1 p. 170). Choosing the right individual for each specific position is of immense importance in fulfilling the overall strategic plan of the organization. The failure to select the most effective person will typically constrain a firm’s performance and lead, sooner or later, to its demise (Boxall, 16 p. 61). Strategy must be translated into selection requirements, and this is most effectively done by job analysis. This analysis will assess the consequence of any strategic change upon what people will do in their job and how they will do it. The job description will identify any modifications to the person specifications, and will present the various qualities needed in the employee (Evenden and Anderson, 1, cited in Harrison, 1 p. 8).

Training and development is another area of HRM that can contribute to the corporate strategy. To keep up with the changing HR requirements, training is needed to ensure that the skills and knowledge of the employees is at the required level. Reformation in the external and internal environments influence strategic change, such that static set of employee skills will often be inadequate (Butler, Ferris and Napier, 11 p. 78). Furthermore, training can help to convey the expectations and overall strategy of the organization. In Karl Albrecht’s customer-focused model, he stated that The methods of education, training and communication play a central part in helping everyone understand the customer’s needs and expectations, the vision, mission, and values of the organization, and the strategies for winning and keeping the customer’s business (p. 68). However, there are some limitations to this premise. First, there must be a sufficient number of qualified people seeking employment. A shortage of labor significantly limits the options of finding the right people for the organization. Secondly, the organization must be able to provide adequate financial and managerial support to the recruitment, selection, and training programs outlined above. HR practices should be designed to positively support the organization’s strategic planning of cost leadership, differentiation, and training and development in what should be a powerful combination of ‘internal’ and ‘external’ fit (Boxall, 16 p. 6). The concept of ‘fit’ refers to the integration of human resource management with the overall strategic objectives of the organization.

Success within an organization can be determined by establishing an external fit between organizational resources and environmental influences, and by developing an internal fit between the strategy, design and function of the firm. The SHRM team should have an external and an internal focus (Butler, Ferris and Napier, 11 p. 7). This external focus refers to their association with the corporate strategy group and other leadership departments; internally, they are in the best position to analyze employee attitudes and capabilities. The development of a strategic fit has important ramifications for the HR function. The culture, strategic objectives, personnel policies and management behavior all influence the company’s people (Collins, 187p. 15; Rance, 16). Tight fit is only possible when the senior management has a clear understanding of the firm’s direction, and is able to effectively communicate that to their subordinates (Dunn, 15 p. 58). The objectives and manner in which they are to be achieved needs to be explained.

Effective communication is essential for HRM to have a constructive contribution to the overall strategy, and to allow the accomplishment of the strategic objectives (Collins, 187 p. 15). Although HR management should be integrated with other strategies, problems are going to be encountered. Such as the diversity of strategic processes, levels and styles. If each strategic business unit in an organization develops their own HRM policy independently of other HRM policies it may be difficult to focus HR strategies on the needs of the firm. If the business strategy has not been clearly defined and understood or there is an absence of articulated business strategies, then it would be difficult to develop a complementary HRM strategy. The strategy formulation process is complex as a broad range of environmental factors influences the formation of a strategy. It may, therefore, be difficult to progress directly from corporate strategy to HR strategy.

In conclusion, above all else it is people who create and develop a competitive edge. The strategic planning of human resources can therefore make a significant contribution to the overall strategic plan by ensuring that the company has the right type of people with the required skills, and that they are managed productively. HRM can contribute to overall strategic planning by being involved in the internal and external analysis, by bringing attention to the role of the HR function in fulfilling the business plan, using effective HR management programs to create a highly productive workforce, assisting in the development of the formal corporate plan, planning and initiating recruitment, selection and training and development programs and developing a tight fit between organizational resources and employee capabilities. All human resource practices need to be linked to the competitive strategy. By amalgamating human resource management with the overall strategic plan, the organization will retain a flexible workforce, which can act as a business strength (Skelton, 16). Torraco and Swanson (15 p. 1) summed it up by saying Today, organization’s that are capable of rapidly responding to emerging business needs will succeed. This flexibility can only come through the contribution of human resource management to the overall strategic business plan.



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Comparative Study of Texts and Context

Blade Runner ¡V Ridley Scott

Themes

„h Darkness ¡V Mentally and emotionally ¡V mainly night, always raining.




„h Overpopulation

„h Decay of 0th Century architecture ¡V ultra high-rise.

„h Capitalist advertising + propaganda.

„h Globalisation ¡V Asian influence (culture associated with technology in 80s)

„h Isolation ¡V Lack of human interaction, people hide behind goggles, masks, hats, umbrellas.

„h Nothing natural (fake animals)

Characters

„h Rick Deckard

„h Roy Batty

„h Rachel

„h Leon

„h Pris

„h Zhora

„h J.F Sebastien

„h Gaff

Notes

„h Based on 16 novel ¡V Do androids dream of electric sheep by Phillip Dick.

„h Ridley Scotts Directors Cut 1

„h Technological advances of 180s became more immediate in everyday life.

„h Computers brought fears ¡V loss of jobs, alienation, invasion of privacy.

„h Late 0th fears of technology dominating humanity have become a reality.

„h Four year life span of replicants

„h Initial shots of city was on set names the ¡¥hades scene¡¦, it shows giant furnaces spewing flames into the night sky.

„h Replicants are referred to by first names, humans by their last.

A Brave New World ¡V Aldous Huxley

Aldous Huxley

„h Born 184 into high class english family

„h Father helped develop the theory of evolution

„h BNW has rigid class structure like huxleys England

Setting

„h Portrayal of characters takes a backseat to the portrayal of the society they live in.

„h London 600 years into the future (6 AF)

„h Faith in Christ replaced by faith in Ford ¡V e.g. Westminster abbey, on of England¡¦s most hallowed shrines is now a cabaret.

„h Old age + death are made as pleasant as possible (artificial like replicants)

„h Savage reservations are dirty, still ravaged with disease and old age. They still cling to ancient religion, though these places are bad in the eyes of BNW members, thy still represent real aspects of humanity.

Themes

„h ¡§Community, Identity, Stability¡¨ vs. individual freedom

„h Science as a means of control.

„h Pursuit of happiness through drugs

„h Cheapening of sexual pleasure.

„h Destruction of family

„h Denial of death

Techniques/Style

„h Huxley was very serious about his ideas, he just never stopped seeing their humorous possibilities.

„h Names

„h Bernard Marx/Karl Marx ¡V Father of the ideas of communism.

„h Lenina ¡V Named after the man who led the Russian revolution.

„h Huxley expects his readers to have a knowledge of things like shakespeare, etc.

„h Third person ¡V can see all, and therefore show the chaotic nature of the world.

„h Uses ideas of future to attack the present

Quotes

„h ¡§Christianity withough tears ¡V that¡¦s what soma is¡¨ ¡V The controller

„h ¡§But I don¡¦t want comfort. I want God¡K I want sin¡¨ ¡V Bernard Marx

„h ¡§Well id rather be unhappy than live the sort of false lying happiness you have here¡¨ ¡V John the savage

Humanity

„h Emotions, morals, freedom, relationships

Natural world/Rhythms

„h Birth cycle, seasons, day/night, evolution, death, aging, ecosytems.

BNW vs. BR

„h Neither paints an optimistic picture of the relationship between humanity and nature in the future ¡§a love of nature keeps no factories busy¡¨

„h Replicants vs. everyone being artificial.

„h BNW slogans ¡V BR advertising



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Prior to discussing boundary spanning it is useful to develop a common understanding of the terminology of boundary spanning activities. Unless noted otherwise, the usage is based on the book, Organizations Rational, Natural, and Open Systems (Scott, 00). Scott’s approach to organizational theory attempts to integrate three systemic perspectives on organizational theory. He refers to these perspectives as rational, natural, and open systems.

The rational perspective is a focus on the normative structure of the organization. It stresses formal rules, organization, and roles as they relate to formally defined and developed organizational goals and objectives. Scott identifies four basic schools of rational thought

• Taylor’s scientific management � Taylor was primarily concerned with the management of plants and production lines. His primary interests were in developing time and motion studies to improve productivity and efficiency. Taylor emphasized the worker in his measurement of productivity and efficiency.

• Fayol’s administrative theory � Fayol’s theories developed at the same time as scientific management was emerging. However, Fayol emphasized management functions by attempting to articulate broad administrative principles that could lead to the rationalization of organizations.




• Weber’s bureaucracy theory � Weber concentrates on roles directed by explicit rules impersonally applied. Staffed by full-time and lifetime professionals, they do not in any sense own the means of administration, their jobs, or the sources of their funds. These professionals live off a salary and not from income derived directly from the performance of their job.

• Simon’s administrative theory � Simon focuses on the decisions people make as they participate in the organization and the manner by which those decisions are supported by the organization.

Scott identifies natural systems as collectives of social groups attempting to survive and adapt in their particular circumstances. The natural systems perspective is driven by underlying formal and informal social structures. Behavior in formal organizations is orderly and is comprised of communications networks, status and power systems, and contractual arrangements. The three major natural systems schools are

• Barnard’s cooperative systems theory � In this theoretical approach, organizational participants engage in cooperation and act to integrate the contributions of other members of the organization.

• Selznick’s institutional approach � Individuals in an organization are part of an integral whole consisting of an inter-linked network of participants and individuals external to the official boundaries.

• Parson’s AGIL acronym � This is an acronym for the needs that a system must satisfy to survive

o A � Adaptation The acquisition and disposal of sufficient resources to ensure survival

o G � Goal attainment Establishing, managing and attaining goals

o I � Integration Coordinating the actions and resources of the organizational collective.

o L � Latency Creating, preserving and transmitting the organizations unique identity.

Open systems refers to the reciprocal and symbiotic relationship between an organization and its environment. In the open systems perspective the environment provides resources, information, and vitality to the organization. This perspective is similar to an organic or ecological perspective. Units within the organization have pre-programmed interactions with the organization or the environment in the same manner that organs in a biological organism interact with the organism as a whole (e.g., the heart pumps blood, the exchange of blood nourishes the body, etc.). There are three archetypes of reciprocal and symbiotic relationships within the environment. They are tightly or loosely coupled, rigid or flexible and self-regulating or pre-determined. The three major open systems schools are

• Systems design � Complex systems are modeled by analyzing process flow, resource transformation, and exchanges of resources with the environment (inputs and outputs).

• Contingency theory � Organizations adopt the structures, flows, and resource exchanges that best suit their adaptation to their relevant environment.

• Organizing theory � Organizations attempt to develop a gestalt (a holistic view) of their environment, adapt that view, and retain the viewpoint that is most useful.

Given Scot’s general framework for organizational theory, we can now turn to a discussion of the terminology that is key to our discussion of boundary spanning in organizational environments undergoing technological change

• Organizational boundary � An organizational boundary is “… the bounds of a social network … and a normative order and cultural framework applicable to the participants linked by the network” (Scott, 00, page 186). Boundaries can be approached from the vantage point of the actors within the social collective (realist approach) or the analyst viewing the boundary can impose a boundary structure (nominalist approach).

• Buffering � At the organizational boundary, organizations attempt to protect key skills, task resources, and core technologies from environmental influences.

• Bridging � Bridging is a boundary spanning technique that seeks to control the relative power and influence of the organization relative to its environment and trading partners.

• Technology � The methods that organizations use to accomplish tasks



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Soft Drinks� Case Analysis

In the years between 175 and 1, the Coca Cola Company posted an average return

on equity of 0.5%. Similarly, PepsiCo Inc. recorded an average return on equity of

1.%. Although these figures likely include the return form non-soft drink operations




(it’s difficult to tell from the available information in the Yoffee and Foley case), it is

clear that the soft drink industry is extremely profitable�profitable, that is, for

concentrate producers such as Coke and Pepsi.

For other members of the soft drink supply chain, the soft drink industry is not nearly as

attractive. Pretax profit for a typical bottler, by way of example, is less than one-third of

that of a standard concentrate producer. This discrepancy between the profitability of

concentrate producers and that of bottling companies results from the competitive

structure of the two separate industries.

Concentrate Providers A Structural Analysis

Using a basic structural analysis of the market for soft-drink concentrate, it is easy to see

why the industry is so profitable. First, there are few direct competitors within this

market Coke and Pepsi make up 7% of the entire market, with only a handful of

additional providers making up the remaining 8%. Furthermore, competition among

these companies is limited by strong brand recognition, especially for Coke and Pepsi.

Because the major players can rely on their strong, differentiated brands, they are able to

price their products substantially above long-term average costs1.

Secondly, the basic cost structure of the industry � low fixed costs relative to high

variable costs � helps concentrate producers avoid descending into stiff price

competition. The tendency for competing on price is further limited by Coke and

Pepsi’s near-century of competition � a history that has allowed them to learn how to

avoid destroying profits in mutually damaging price wars.

Third, concentrate providers have a strong strategic advantage vis-à-vis their suppliers.

Because the concentrate producers purchase undifferentiated raw materials from a large

host of supplier firms, they are able to avoid losing a significant portion of the value they

create in upstream market transactions. The upshot of this strategic advantage is that the

average concentrate provider spends only about 17% on direct costs of producing

concentrate. This allows Coke and Pepsi to invest in other aspects of the business �

brand recognition, retailer relations, and market research � that will help perpetuate these

strategic asymmetries and allow concentrate providers to continue capturing the lion’s

share of the value created by the entire soft drink industry.

1 Smaller brands charge substantially less than do Coke and Pepsi. Indeed, profitability for each producer

is in direct proportion to the strength of their relative brands. A comparison of net profitability for Dr.

Pepper, Seven-Up, and Royal Crown in Exhibit shows that profitability for Royal Crown � a company

with substantially less brand recognition than Dr. Pepper or Seven-Up � has historically lagged behind that

of Dr. Pepper and Seven-Up.

The typical concentrate production plant costs $5-$10 million and could supply the entire country. This

compares to $. billion capital investment required for bottlers to serve a commensurate demand.

Likewise, concentrate providers have a strong strategic advantage vis-à-vis their

customers. The large number of undifferentiated bottling companies allows concentrate

providers to shop around for the highest prices for concentrate, locking in the most

favorable returns in long-term contracts. This allows concentrate providers to avoid

losing a significant proportion of the value they create in their downstream market

transactions.

Finally, although producing the physical soft drink concentrate is a trivial industrial

exercise, the importance of brand recognition has created high barriers to entry. In fact,

Saloner, Shepard, and Podolny specifically cite Coke and Pepsi as having a “promotional

advantage of incumbency from cumulative investment.” This brand recognition helps

Coke and Pepsi perpetuate all of these strategic advantages by increasing the long-term

barriers to entry in the concentrate market, thus preserving Coke and Pepsi’s ability to

expropriate the vast majority of the value created along the entire value chain.

It is interesting to note that the concentrate providers have managed to isolate the one

aspect of the soft drink market that can provide ongoing positive returns. Although we

are used to thinking of soft drink production as being composed of several industries

along a multi-step value chain, the only reason it appears this way is because Coke and

Pepsi have been very adept at outsourcing virtually all aspects of the business that do not

provide long-term positive returns. In fact, it is likely that the only reason why Coke and

Pepsi continue to manufacture soft drink concentrate is that it is easier to promote the

brand if they can lay claim to producing the “essence of the product.” In pure economic

terms, however, the concentrate is simply yet another commodity input, whereas the

brand is the essence of the product.

Bottlers A Structural Analysis

By contrast, the soft-drink bottling industry exhibits all the signs of long-term unprofitability.

Bottlers face stiff competition in a highly fragmented competitive

landscape in 14, there were between 80 and 85 bottlers nationwide, each of which

produced an undifferentiated commodity. Moreover, as of 14, there are few � if any �

barriers to entry.

In direct contrast to Coke and Pepsi’s strategic advantage vis-à-vis their upstream

providers, bottlers face a far less hospitable environment in their market for raw

materials. Not only are there only a handful of concentrate providers, but two producers

� Coke and Pepsi � together make up almost 60% of the market for soft drink

concentrate.

This is aggravated by the extent to which the bottling company’s customers have

acquired an increasing amount of market power. WalMart’s huge size relative to other

retailers and its effective use of its own soft drink brand has put increasing pressure on

the prices that bottlers can charge to their retail customers.

This pressure is compounded by the basic cost structure of the bottling industry in which

high fixed costs relative to variable costs increase the incentives for short-term pricing

below average total costs. The upshot of all of these factors is an industry that earns zero

long-term economic profits.

Historical Relationship Between Bottlers and Concentrate Producers

Coke and Pepsi have long relied on exclusive bottling franchises as the primary method

of bottling and distributing their products. As of as of the early 180s, Coke and Pepsi

owned only 0%-0% of their bottling companies; the rest were either privately- or

publicly-owned franchises.

The historical relationships between concentrate providers and bottlers evolved as a result

of the underlying economics of the soft drink business. Using the analysis of Stuckey

and White, the industry displays the characteristics of one beset by vertical market

failure. In this case, however, the advantages of these market dynamics accrue to the

concentrate providers. Because there are many buyers (bottlers) and few sellers

(concentrate providers), sellers dominate the market. (This is illustrated in the diagram

below.)

Given that the majority of the value within the value chain resides in brand recognition

associated with concentrate production, Coke and Pepsi clearly benefit from outsourcing

bottling and distribution. Nonetheless, concentrate providers clearly need to assure that

their brands are not compromised by the manner in which bottlers and distributors market

and sell their products. Franchise arrangements have allowed concentrate prducers to

control their brands without diluting their own capital and management resources.

The specific terms of these franchise agreements demonstrate the extent to which

concentrate providers have managed to take advantage of the market dynamics and assert

control over the entire soft drink value chain. Concentrate producers used their own sales

and marketing organizations to promote soft drink sales. They also set production

standards to control soft drink quality. They also have gone so far as to mandate the DSD

(direct store door) delivery, effectively redistributing value within the supply chain from

the bottlers to the retailers.

The nature of this relationship, however, is not entirely expropriatory. Coke and Pepsi

clearly recognized the extent to which the strategic asymmetries surrounding the bottling

industry could very well lead to negative long-term economic profits and sup-par bottling

and distribution of soft drink products. In order to promote long-term health of the

bottling industry, Coke and Pepsi lobbied extensively for the 180 Soft Drink Interbrand

Competition Act�federal regulation that preserved the right of concentrate producers to

grant exclusive territories. In essence, this legislation, promoted the strategic advantage

of the bottlers vis-à-vis retail stores, transferring value from retail stores back to bottlers.

Vertical Integration Reasons and Rhetoric

Given the benefits provided by the franchise system, it is difficult to see why Coke and

Pepsi would want to vertically integrate into bottling. Yet this is exactly what they began

to do, starting in the mid-180s. According to Yoffie and Foley, Coke and Pepsi almost

doubled their reliance on company-owned bottlers between 180 and 1. The

“analyst’s reasons” for such expansion, however, make little economic sense.

Few Number of Buyers Many

Number

of Sellers

Sellers

Dominate

Buyers

Dominate

No One

Dominates

High

Trading

Risk

Few

Many

Weakened bottlers needed capital infusion and thus sought buyers. While it is perhaps

correct that the profitability of the bottling industry was declining through the late

seventies and early eighties, this can only be seen as an effect of the franchise agreements

� agreements put in place and enforced by the concentrate providers. Indeed, if

concentrate providers were really concerned about the long-term viability of the bottling

industry, they could have simply improved the terms of the franchise agreements. In

essence, then, this purported cause simply begs the question why did the concentrate

providers allow the bottling companies to reach such a weakened state that they had no

choice but to look for buyers?

Many bottlers were small and unable to handle the corporate goals in a particular

market. Once again, this does not address the question of why the concentrate providers

would need to purchase these bottling companies to address this issue. Indeed, if the

franchise arrangements were working well at the time � and all evidence seems to point

to their dramatic success � it would have been a better strategy to encourage the larger

bottling franchises to take over the small franchises. Given the financial resources of the

major concentrate providers, this seems like a fairly simple task, at least relative to

pursuing a policy of vertical integration.

Many bottlers were located near a company-owned bottler. It is difficult to see exactly

why this would help encourage a change in strategy of the major concentrate providers.

Presumably, there had been franchises located near company-owned bottlers in the

140s, 150s, 160s, and 170s, but it wasn’t until the 180s that Coke and Pepsi began

buying up independent franchises in earnest.

Many bottlers were under-investing. The major concentrate providers had long

encouraged bottling companies to increase their investment in various areas of the

business. For example, Coke and Pepsi’s push to have bottlers implement DSD is an

investment in their relationship with the various retailers. If the major concentrate

providers really wanted to encourage investment on the part of the bottlers, they could

have easily done so through modified franchise agreements. This would have achieved

the same ends, while keeping the balance sheet as trim as possible.

Understanding the Push for Vertical Integration

According to Stuckey and White, there are only four ways a company can benefit from

vertical integration

• Capturing market power of those in adjacent stages in the industry chain

• Increasing entry barriers and obtaining the opportunity to price discriminate

• Promoting the formation of a “mature market”

• Addressing vertical market failure

Unfortunately, none of these rationales provides a very satisfactory explanation of why

Coke and Pepsi began buying up their bottling franchises in the 80s and 0s. Indeed, the

first three reasons to vertically integrate have little to do with the reality of the soft drink

industry.

If Coke and Pepsi indeed pursued a rational policy, the only possible explanation is that

the two companies saw a potential change in the nature of the vertical market failure they

were facing. As the economies of scale in the bottling industry grew and the minimum

Ironically, this is the exact market dynamic that had long benefited the major concentrate providers and

provided an incentive for disaggregating concentrate manufacturing and bottling.

efficient scale of bottling increased, more and more bottling companies were destined to

go out of business. For example, between 160 and 18, the average bottling plant

volume increased from approximately 400,000 cases to .5 million cases.

It is possible that Coke and Pepsi foresaw a time when there would be only a handful of

bottling companies � a situation in which their market power would be seriously

compromised. In essence, then, perhaps Coke and Pepsi feared a transformation from

one in which there were few sellers and many buyers to one in which there were few

sellers and few buyers.

Perhaps both companies were attempting to promote their long-term strategic advantage

by locking in a set of relationships before the bottling industry began to consolidate in

earnest. This would accomplish two objectives. First, both companies would assure

themselves bottling capacity long into the future. Second, they would do so before they

had to pay for the long-term benefit of this strategic advantage. In other words, the price

of these acquisitions would rise disproportionately if Coke and Pepsi waited for

significant consolidation to occur within the industry.

If this were indeed the reasoning behind Coke and Pepsi’s rationale, pursuing a policy of

vertical integration would be justified in economic terms.

Perhaps, however, it is more likely that concentrate producers were merely working to

meet a set of irrational expectations of the investor community. If Wall Street analysts

sincerely believe the purported explanations set forth by Yoffie and Foley, it could make

sense from a short-term shareholder value perspective to vertically integrate into bottling.

Regardless of which explanation better fits the circumstances, it is clear that Coke and

Pepsi would only obtain true long-term value from these acquisitions if the bottling

industry were to further consolidate to the point that concentrate producers would no

longer be able to profit from the strategic asymmetries of the market. As of the date of

the HBS case study, this had not yet occurred and it was difficult to foresee whether or

not vertical integration would ever provide long-term value to the major players within

the soft drink industry.

Few Number of Buyers Many

Number

of Sellers

Sellers

Dominate

Buyers

Dominate

No One

Dominates

High

Trading

Risk

Few

Many

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