Societys Fate in Brave New World by Aldous Huxley

Society’s Fate â€Å"It has become appallingly obvious that our technology has exceeded our humanity† (Albert Einstein). Although the future remains difficult to predict, some ideas develop the undeniable fate of society. Throughout Brave New World, Aldous Huxley explains predictions for the future of society. The story begins by introducing Bernard Marx and his discovery of John, and his mother Linda on the reservation. This unfolds into John realizing the degree to which society has stripped their humanity. The emotionless society that Huxley displays depicts the nearing future of society. Although the future will introduce many useful tools for society, the damage done to society and personality is inevitable. Huxley’s predictions about the future focus mainly on the dealing with suffering, questioning true freedom, and perversion of spirituality. Humanity deals with suffering in many ways, and many reveal damaging side effects. Just as in today’s world, suffering in many cases leads to abuse of alcohol and drugs. More specifically in Brave New World soma offers all the advantages of Christianity and alcohol; none of their defects (Huxley 54). Although soma lacks the apparent side effects of drugs and alcohol, if analyzed properly soma only offers â€Å"advantages† to the authority controlling the people due to the ability of numbing society. Also, Huxley utilizes the comparison to â€Å"Christianity and alcohol† displaying irony due to the fact that Christianity involves the soulShow MoreRelatedA Brave New World by Aldous Huxley1756 Words   |  7 PagesAldous Huxley is best known for his novel Brave New World, which depicts a post-industrial revolution utopia. Huxley greatly feared the ramifications to an industrialized world run by consumer capitalism, which is displayed in Brave New World. The governm ent within the novel focuses solely on the bettering of technology and not scientific exploration and experimentation. The society’s values lie in instant gratification and constant happiness. The utopia is maintained through the means of drugs,Read MoreBrave New World As A Dystopian Society1139 Words   |  5 PagesBrave New World was written by Aldous Huxley in 1932. The novel was originally published in 1932 to Harper and Brothers, Publishers and copyrighted the same year. The novel is a dystopian science fiction and is 259 pages. The story creates an industrious view of society that is draws from the rise in mass production at the time it was written. These factors set up the basis of the dystopian society created by Huxley. Brave New World is set in London, World State or the United Kingdom, in the yearRead MoreThe Dystopian Society of Brave New World by Aldous Huxley1176 Words   |  5 Pagesimaginary, imperfect place where those who dwell are faced with terrible circumstances. The novel Brave New World by Aldous Huxley illustrates the concept of a dystopia. A utopia is an ideal place where everything is perfect, but in the novel, it becomes apparent that the author is trying to demonstrate the negative effects on a society when it attempts to become an unreachable utopian society. Brave New World is seen as a dystopia for many reasons, as citizens are deprived of freedom, programmed to beRead MoreAldous Huxley s Brave New World1881 Words   |  8 PagesThe satirical world that Aldous Huxley curates in Brave New World possesses a futuristic society that the culture of today has yet to reach. Within Huxley’s novel, the residents of London devote themselves to the World State and live by the i nfamous motto: â€Å"Community, Identity, Stability† (3). They pride in sexual activity and view themselves superior to other regions of the world. They travel to savage reservations, such as Malpais, for vacations and romantic getaways to observe the savage peopleRead MoreEssay on The Rocky Horror Picture Show1654 Words   |  7 Pageslove scenes made a few laugh, a few cry, and left many disgusted. Yet just how many sweet transvestites could there be in the world; certainly Aldous Huxleys Brave New Worlds idealized social and sexual interaction could have influenced this Transelvanian utopia, however odd it may seem. Also, the more we document the differences between Huxleys creation and our world, be it in entertainment or real life the more similarities stand out. In regards to social interaction Huxleys ideas coincideRead MoreBrave New World By Aldous Huxley1293 Words   |  6 PagesIn Brave New World by Aldous Huxley, John’s identities are influenced by two opposite societies, and even though he tries to prove his manhood and change the framework of brave new world, he can’t gain real acceptance from anywhere. John’s mother, Linda, is from the brave new world but gave birth to him in the savage reservation and her different behaviors based on the framework of the brave new world caused John’s isolation in the savage reservation. John decides to move to the brave new world andRead MoreJohns Character Development A Brave New World1394 Words   |  6 PagesIn Brave New World by Aldous Huxley, John’s identities are influenced by two opposite societies, and even though he tries to prove his manhood and change the framework of brave new world, he can’t gain real acceptance from anywhere. John’s mother, Linda, is from the brave new world but gave birth to him in the savage reservation and her different behaviors based on the framework of the brave new world caused John’s isolation in the savag e reservation. John decides to move to the brave new world andRead MoreThe Handmaids Tale By Margaret Atwood And Brave New World1498 Words   |  6 Pages The Handmaids tale by Margaret Atwood and Brave New World by Aldous Huxley are both dystopian fiction novels. In both novels all the aspects of society are controlled by the government. In Brave New World Characters in the novel are kept happy through drugs and society’s roles are determined depending on the genetics and lack of education. However in Handmaids Tale characters are controlled by secret police and very strict social rules and societal roles are determined by your lack of reproductiveRead MoreEssay on Aldous Huxleys Brave New World1949 Words   |  8 Pagesof the savage reservation in New Mexico. Despite not being introduced until Chapter 7, John is seen as the centralizing character of the novel. Unlike the rest of his community, he is educated. When Lenina and Bernard come across John during their trip, they soon realize John’s biological father is the Director, Thomas. Once reaffirming this, Bernard and Lenina offer to bring John and Linda back to the World State. Hoping to connect better to the people in the World State, John gladly accepts. ItRead MoreCompare And Contrast Invisible Man And Brave New World1215 Words   |  5 PagesIn H. G. Wells book The Invisible Man, and Aldous Huxley’s Brave New World, a social struggle between the mainstream society and a character estranged from the established normal behavior of the masses of people in these novels exists. While the main characters in both of these books are different from society for entirely different reasons, analyzing these novels using marxist criticism exemplifies just how similar the societies and main characters really are. First and foremost the characters

ESPN Free Essays

Company Culture and Environment When employees arrive to work at their Bristol, Connecticut Headquarters, they are greeted only by a small, unassuming sign that says, â€Å"Welcome to ESPN. † In a calculated and understated way, this sign is representative of the culture that pervades throughout the organization. Simply stated, ESPN, the company is about the fans and the sports, not ESPN. We will write a custom essay sample on ESPN or any similar topic only for you Order Now This statement offers a preview of sorts to a culture at ESPN that truly goes the extra mile in emphasizing customer satisfaction by offering its programming thru state-of the art program offerings thru multiple channels. A brand promise sums up the essence and meaning of a brand and how the brand connects to its consumers. ESPN’s promise of delivering â€Å"Sports, with Authority and Personality,† clearly outlines what they do, how they do it and what differentiates them from their competition. With respect to Sports, ESPN connects to its fans through many platforms, including multiple television and radio programs, internet applications including television online, restaurants, and numerous mobile applications. In doing so ESPN strives to consistently deliver unmatched quality that is strengthened by leadership and innovation. As an Authority in sports programming, ESPN emphasizes integrity, authenticity and expertise that is unparalleled in the industry. Regarding Personality, ESPN emphasizes throughout its organization, the effective use of humor, passion and community by expressing their affinity for its fans regardless of origin. While the brand promise of ESPN is certainly evident throughout all of its programming through all of its delivery channels, it is its hiring practices that appear to give the most obvious credence to the company living up to this promise. From its inception ESPN maintained a policy of hiring employees that were/are first and foremost sports fanatics. ESPN saw sees this as a critical factor in having its employees display the level of enthusiasm and knowledge that it wanted to promote and display its brand promise. They also see this as an equalizer of sorts whereby everyone who views ESPN, regardless of race, color education could relate with one another. Anthony Smith, a management consultant who has worked with ESPN for over 20 years and author of ESPN; The Company, sums up the environment and culture at ESPN best when he wrote; â€Å"I can think of few other companies that do as good a job of creating an atmosphere of fun and excitement for its people and its customers – maybe Southwest Airlines in the airline industry, Starbucks in the consumer goods space, or Apple and Google in high-tech. But it’s hard to surpass ESPN. † (Smith, P. xxiii, ESPN; The Company. ) This information, combined with information gathered through direct conversations with ESPN Marketing employees would strongly indicate that ESPN has done an outstanding job of entrenching its brand promise both internally amongst its work-force and externally through its broadly scoped programming. From an internal branding perspective ESPN appears to have achieved what all companies strive for; to entrench its vision and culture that pervades throughout everything it does. How to cite ESPN, Papers Espn Free Essays string(109) " the most listened to online sports destination, boasting live streaming and 32 original podcasts each week\." COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. We will write a custom essay sample on Espn or any similar topic only for you Order Now Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire. Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off management style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward. His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week. But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here’s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports. Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program. And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving. And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately began carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportun ities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leading sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. You read "Espn" in category "Papers" But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content. Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL. By providing ESPN content via a branded ESPN video player in AOL’s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out. ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere, and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the fut ure as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airports and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank. It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dick’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio. However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable operators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? Ho w does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertising Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2 007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com. How to cite Espn, Papers Espn Free Essays string(109) " the most listened to online sports destination, boasting live streaming and 32 original podcasts each week\." COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. We will write a custom essay sample on Espn or any similar topic only for you Order Now Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire. Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off management style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward. His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week. But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here’s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports. Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program. And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving. And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately began carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportun ities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leading sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. You read "Espn" in category "Essay examples" But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content. Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL. By providing ESPN content via a branded ESPN video player in AOL’s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out. ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere, and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the fut ure as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airports and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank. It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dick’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio. However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable operators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? Ho w does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertising Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2 007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com. How to cite Espn, Essay examples

Student Web Scavenger Hunt free essay sample

The PAP information section publication manual. 3. What are the University of Phoenixs suggested resource recess for academic writing formatting and grammar guides? (Hint: This information is located in the Center for Writing Excellence) Plagiarism checker, tutor review, and write. UNIVERSITY LIBRARY 1. What are the three major article databases found in the University Library? OBESE host, Thompson Gale Power Search, and Pro Quest. 2. Name three specialized article databases in the University Library. Business Insights, Economist. M, and Journal of Leadership Studies. 3. What link would you click to ask a question of the University of Phoenix Librarian? Ask a Librarian. COURSE INFORMATION 1. From your student Web site, how do you access your reading assignments for this course? Materials tab. 2. What chapter from the text Keys to College Studying is part of the reading assignment for Week Four of this course? Chapter 8 3. Where on your student Web site will you be able to find your schedule and course grades for all courses completed to date?Under program tab and then Schedule and Grades. We will write a custom essay sample on Student Web Scavenger Hunt or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page LEARNING TEAMS 1. What six documents are contained in the Toolkit Essentials section of the Learning Team Toolkit? The learning team handbook, the online campus learning team handbook, guide to completing the Sensitivity of Phoenix learning team charter, the learning team log, team evaluation, and team charter. 2. According to the Learning Team Toolkit section, Why Learning Teams? what are the four essential functions filled by Learning Teams that are especially beneficial to working adult learners?To create a team learning environment that students can share their knowledge from their personal environments and experiences, create the best possible quality with shared assignments by getting the most out of the group, offer support while providing help with life other demands, and help students obtain and use knowledge learn. STUDENT SERVICES 1. What is the phone number for University of Phoenix technical support? (Hint: Use the Help button in the top right corner of the page. ) 1. 877. 832. 4867 2. Where can you find information about who to contact for questions regarding student disabilities?The University Disability Services section. 3. What three National Testing Programs does the University of Phoenix award credit for? College Level Examination Program, Defense Activities for Non-Traditional Education Support, and the Excelsior College Examinations. 4. Name one form of misconduct in the Student Code of Conduct. (Hint: The Student Code of Conduct is located in the Academic Catalog). Using or being under the influence of alcohol or illegal drugs while in class, at campus-sanctioned events, or when meeting with campus personnel.

Thomas Howard, Duke of Norfolk essays

Thomas Howard, Duke of Norfolk essays In the year of our Lord, 1538, Frances Howard, Countess of Surrey, gave birth to her second child. Within the walls of Kenninghall Palace, Thomas Howard was born at precisely thirty-six minutes and seven seconds past two oclock in the morning on October 10th, 1538. In attendance at this occasion was his father, Henry Earl of Surrey, renowned poet and soldier, and his grandfather, Thomas Lord Treasurer and Duke Norfolk. Also present at the earls request was an Italian astrologer, sent for to read Thomas future in the skies. The astrologer would tell of Henrys early death and a difficult and tragic life for Thomas. His prediction would become too true for the Howard family. Thomas Howards parents, having met in London, were married at the age of fifteen. He would come to have three sisters, and older, Jane, and two younger, Katherine and Margaret. A brother, Henry, was born into the family in 1540. The Howards had an extensive family line and many ties to the Crown. His aunt, Catherine Howard, was married to King Henry VIII, until her beheading for adultery at the Howard home in Lambeth when Thomas was only four years old. Another of his aunts, Mary, Duchess of Richmond, was widowed by King Henry VIIIs son, Henry Fitzroy. King Henry VIII himself was Thomas godfather. Thomas lived the first nine years of his life at the place of his birth, Kenninghall Palace. There he was tutored by the scholar Hadrianus Junius, and learned many athletic, as well as, diplomatic skills. As the heir to the dukedom of Norfolk, he was required to learn many more skills than his siblings, and the genius of his sister Jane and brother Henry did not show itself in Thomas. Thomas did, however, become an expert at coursing rabbits during his first years at Kenninghall and wrote a treatise concerning the subject which was still being reprinted a century ago. Thomas father, the Earl of Sur...

Timbuktu, Mali and Today

Timbuktu, Mali and Today The word Timbuktu (or Timbuctoo or Tombouctou) is used in several languages to represent a far-away place, but Timbuktu is an actual city in the African country of Mali. Where Is Timbuktu? Located near the edge of the Niger River, Timbuktu is situated near the middle of Mali in Africa.  Timbuktu had a 2014 population of approximately 15,000 (the recent drop more in half due to its 2012–2013 occupation by Al Qaeda). The 2014 estimate is the latest data available. The Legend of Timbuktu Timbuktu was founded by nomads in the 12th century, and it rapidly became a major trading depot for the caravans of the Sahara Desert. During the 14th century, the legend of Timbuktu as a rich cultural center spread through the world. The beginning of the legend can be traced to 1324, when the Emperor of Mali made his pilgrimage to Mecca via Cairo. In Cairo, the merchants and traders were impressed by the amount of gold carried by the emperor, who claimed that the gold was from Timbuktu. Furthermore, in 1354 the great Muslim explorer Ibn Battuta wrote of his visit to Timbuktu and told of the wealth and gold of the region. Thus, Timbuktu became renown as an African El Dorado, a city made of gold. During the 15th century, Timbuktu grew in importance, but its homes were never made of gold. Timbuktu produced few of its own goods but served as the major trading center for salt across the desert region. The city also became a center of Islamic study and the home of a university and extensive library. The citys maximum population during the 1400s probably numbered somewhere between 50,000 to 100,000, with approximately one-quarter of the population composed of scholars and students. The Legend Grows A 1526 visit to Timbuktu by a Muslim from Grenada, Spain, Leo Africanus, told of Timbuktu as a typical trading outpost. Still, the mythical legend of its wealth persisted. In 1618, a London company was formed to establish trade with Timbuktu. Unfortunately, the first trading expedition ended up with the massacre of all its members, and a second expedition sailed up the Gambia River and thus never reached Timbuktu. In the 1700s and early 1800s, many explorers attempted to reach Timbuktu, but none returned. Many unsuccessful and successful explorers were forced to drink camel urine, their own urine, or even blood to attempt to survive the Sahara Desert. Known wells would be dry or would not provide enough water upon an expeditions arrival. Mungo Park, a Scottish doctor, attempted a trip to Timbuktu in 1805. Unfortunately, his expedition team of dozens of Europeans and natives all died or abandoned the expedition, and Park was left to sail along the Niger River, never visiting Timbuktu but merely shooting at people and other objects on the shore with his guns as his insanity increased. His body was never found. In 1824, the Geographical Society of Paris offered a reward of 7,000 francs and a gold medal valued at 2,000 francs to the first European who could visit Timbuktu and return to tell the story of the mythical city. European Arrival in Timbuktu The first European acknowledged to have reached Timbuktu was Scottish explorer Gordon Laing. He left Tripoli in 1825 and traveled for 13 months to reach Timbuktu. On the way, he was attacked by the ruling Tuareg nomads, was shot and cut by swords, and broke his arm. He recovered from the vicious attack and made his way to Timbuktu, arriving in August 1826. Laing was unimpressed with Timbuktu, which had, as Leo Africanus reported, become simply a salt trading outpost filled with mud-walled homes in the middle of a barren desert. Laing remained in Timbuktu for just over one month. Two days after leaving Timbuktu, he was murdered. French explorer Rene-Auguste Caillie had better luck than Laing. He planned to make his trip to Timbuktu disguised as an Arab as part of a caravan, much to the chagrin of proper European explorers of the era. Caillie studied Arabic and the Islamic religion for several years. In April 1827, he left the coast of West Africa and reached Timbuktu a year later, even though he was ill for five months during the trip. Caillie was unimpressed with Timbuktu and remained there for two weeks. He then returned to Morocco and then went home to France. Caillie published three volumes about his travels and was awarded the prize from the Geographical Society of Paris. German geographer Heinrich Barth left Tripoli with two other explorers in 1850 for a trek to Timbuktu, but his companions both died. Barth reached Timbuktu in 1853 and did not return home until 1855. During the interim, he was feared dead by many. Barth gained fame through the publication of five volumes of his experiences. As with previous explorers to Timbuktu, Barth found the city quite the anticlimax. French Colonial Control In the late 1800s, France took over the Mali region and decided to take Timbuktu away from the control of the violent Tuareg. The French military was sent to occupy Timbuktu in 1894. Under the command of Major  Joseph Joffre (later a famous World War I general), Timbuktu was occupied and became the site of a French fort. Communication between Timbuktu and France was difficult, making the city an unhappy place for a soldier to be stationed. Nonetheless, the area around Timbuktu was well protected, so other nomad groups were able to live without fear of the hostile Tuareg. Modern Timbuktu Even after the invention of air travel, the Sahara was unyielding. The plane making an inaugural air flight from Algiers to Timbuktu in 1920 was lost. Eventually, a successful airstrip was established; however, today, Timbuktu is still most commonly reached by camel, motor vehicle, or boat. In 1960, Timbuktu became part of the independent country of Mali. The population of Timbuktu in a 1940 census was estimated at approximately 5,000 people; in 1976, the population was 19,000; in 1987, 32,000 people resided in the city. In 2009, Mali statistical office census estimates put the population at more than 54,000. In 1988, Timbuktu was designated a United Nations World Heritage Site, and efforts were underway to preserve and protect the city and especially its centuries-old mosques. In 2012, due to regional fighting, the city was placed on the UNESCO List of World Heritage in Danger, where it still remains in 2018.

Personality Development Essay Example | Topics and Well Written Essays - 750 words

Personality Development - Essay Example Similarly, if a person lacks the cognitive abilities by nature, that is, if there is some inherited mental deficiency, development will be at stake. Cognition, by virtue of its definition, plays the most vital part in developing an individual's personality. Moreover, evolution, genes, and environment are three other factors that highly contribute to the development of personality. It is not only the history of humankind and its birth but also the type of environment they are exposed to which shape an individual. As far as aggression is concerned, it takes its roots from all three factors. Evolution can lead to the appearance of aggressive personalities if relying on the trait of aggression for human survival is deemed necessary and vital for sustainability. If in the past, people who were more aggressive succeeded in sustaining themselves better, it is an evidence of a high proportion of aggressive personalities present today. Furthermore, it is also certain that an individual's pers onality is also a result of their genes. ... Circumstances in life, which an individual faces and the demands of those situations are best, reflected in the type of their personality. For a child, the parents are the best role models. In that, they shape the child's personality through different ways and interactions. For example, if a child's parents appreciate their time management, innovative drawings, or projects and encourage them to opt for newer challenging tasks, the child will be high on conscientiousness. Moreover, if those parents encourage behavior such as public speaking, socializing and deter them from introversion, the child will grow up to be an extrovert. Behaviors encouraged by parents, tend to be repeated and become a part of the child's personality. Self-efficacy is another important factor that plays a part in shaping an individual's personality. Basically, ''self-efficacy is defined as people's beliefs about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. Self-efficacy beliefs determine how people feel, think, motivate themselves and behave... A strong sense of efficacy enhances human accomplishment and personal well-being in many ways'' (Bandura, 1994). A person is rightly defined by their level of self-belief. If a person lacks the desired self efficacy, it is very likely that they will be adversely effected by the minor challenges in life or certain tasks and will not be able to cope up to achieve desired goals. Such behaviors lead to a weak personality that is easily discouraged and deterred by trivial problems. However, individuals who possess a strong self-efficacy can be seen as those with stronger personalities, those

The merger report between XM Canada and SERIUS Canada Essay

The merger report between XM Canada and SERIUS Canada - Essay Example The availed report is supposed to be taken on April 11, 2011, where the launch and implementation of proposal is supposed to be done and just on time. Some of the prevailing articulation that were on the top of the agenda for any company to acquire merger rights were the issue of management team makeup, consolidation of marketing strategies, integration of operations and information and the activities articulation Financial aspects. Previously, Federal communications commission approved Digital Audio Radio service to use a certain radio satellite broadcast rights, which oversees American mobile Radio XM Radio paying $ 93 million for its license and CD radio that currently known as SERIUS Satellite Radio paying $ 89 million for its license. However, both two broadcasting company has intense competition working based on subscription models to woe their customers. Many consumers have been signed up on the daily basis for as little as US $ 12.95 with an aim of making their consumers enjo y quality and affordable digital music, news, sports, talk and more. According to the availed report and plan tabled before Redmond indicates that the two companies’ offers subsidized radio upgrades that make purchasing decision easier on the prevailing consumers. Some of the technology that the two companies tried to outdo each other is by availing a project that was overseen manufactures installing satellite radio equipment in every car and then provided free service for the new car owner for a period of one full year. Going by the business analysis and statistics, the business models based on the free installation norms did not work well for these two companies since the aspect of free services usually leads to high and expensive price maintenance. When maintenance price is high, a farm usually suffers a loss (Kaser and Brooks 24-27). However, the introduction of programming skills has triggered the aspect of growth in both companies leading to streamlined operations and r efining products offerings, one of the positive articulations that lead business into a positive note. Managers within any prevailing business need to employ platforms that initiate marketing strategies, which triggers efficiencies norm. All this can be achieved through the introduction of new marketing and programming model as administered within the case of XM and SIRIUS media houses. Through new strategic model, both media houses have been well received after providing an additional merger platform resulting to $4 a month. Based on the discussion availed by the two companies involving XM Canada and SIRIUS Canada Inc, the report indicates that the two companies agreed to a merger perception probably on 24th, November the year 2010 that a total of 22.7 percent shares will be for Canadian Sattelite Radio Holdings Inc., 37.1 percent shares for SIRIUS XM, 15 percent for CBC, 15 percent for Slaight Communications and 10.2 percent for other investors. This decision was based on manageme nt team and its perception, operations and information systems availed, marketing strategies and financial articulation. For the purpose of joint within these, two companies, works based on team management that underpins the aspects of management structures initiated. There is a critical rivalry perception here in that it has been so difficult for the two companies to decide who should be picked up and be included within the executive but this was done through the use of integration model. In this process the two companies appointed Michael Washinushi, who was the chief financial