3 questions to be answered. 250 words per answer. Timing is late 1890s Assignment

3 questions to be answered. 250 words per answer. Timing is late 1890s in United States - Assignment Example public feelings against Spain (Gary and Murrin 14). In defense of his country, the Spanish diplomat in Washington continued to express blatant indifference and open contempt towards the American government under President McKinley. Apparently, the military campaigns used by the Spanish administration in quenching Cuban guerrilla insurgency invariably captured attention of many American sympathizers. Particularly, the use of concentration camps against Cuban rural populations, which resulted in massive deaths from diseases and starvation, upset the American public. More so, the forcible incarceration of Cuban citizens by Spanish military rulers led to massive loss of American investments, and political powers within the Western Hemisphere (Gary and Murrin 19). The tolerable boundaries of outrage and indifference harbored by Americans towards Spanish occupation in South America broke down when a U.S. battleship Maine, which had 260 crew members, was allegedly sunk by Spanish belligerents on 15th February, 1989. In combination with the previously growing hatred and intolerance towards Spanish administration in South American nations like Cuba, the sunken ship aroused immense war sentiments across the United State s population, forcing President McKinley to declare war against Spain on 25th April, 1898. With respect to the United States political history, the Progressive Era of between 1890s to the 1920s saw increasing influence by the American government in both domestic and foreign policies. In fact, the increasing progressive activism in the United States led to the Spanish-American war of 1898. Apparently, progressive political leaders were reform-minded champions of a just and rational society. Prior to the Progressive Era, the United States government and other global powers like Britain and Spain were fond of using military machinery

Exploring how Japanese managers adapt in the United States Essay

Exploring how Japanese managers adapt in the United States - Essay Example This in turn makes the organizations to send their local professionals to foreign countries. This however happens most of the time. In order to survive in a foreign country, one of the things that will make it easy for you is to understand the culture of your host country. This enables smooth and effective communication. In understanding the culture of that given country, the most important thing that the Japanese learn is in particular what each society and what they display mean. Cultural adaptations should be on the key front when these manager of organizations decide that they are to send their employees to work in a foreign country (Hoecklin 1995). By implementing a moderate level of cultural adaptation in main settings, professionals create more effectual business relationships, in that way furthering tactical corporate goals. Globalization generates new business opportunities for multinational corporations (MNCs) These MNCs increasingly employ expatriation approaches to make t heir entrance in to markets that are new easy and to administer their coworkers. As much as the responsibility of the worker who is sent to a foreign country is very important, the strategy in which they adapt in is surrounded with a lot of danger. Additionally, the emigre also posses multiple risks for instance if their result outcome is low, this leads to major financial hitches to the organization. (Hodgetts 2005). Many expletory studies of how Japanese emigres become accustomed to working in the United States after a while have been conducted at length. The final results recommend that the managers of Japanese origin adapt ways that are way above their normal concrete and vigor in their stay in the United States. It is also to be noted that the bigger the group of emigres, the... For managers to be effectual in becoming accustomed to their know-how and practices in an overseas country, it is clear that they must have fine technical knowledge in management, excellent understanding of local culture that is culture-specific knowledge in addition to high-quality cross-cultural communications abilities. even though it may be fair to presume that all à ©migrà © managers sent abroad have to necessarily be technically capable which may differ in some cases, it should be comprehended that being able to function well in one’s own culture does not automatically imply that one can do well in a different culture. This possibly will not just be due to the lack of cultural knowledge. To be efficient as a manager in one’s own culture does not usually necessitate one to question lots of the cultural suppositions behind one’s actions or to recognize the cause’s actions, whether they are technically necessary or culturally pleasing to attain good outcomes. To be able to transplant management or technical processes in a different culture, or to expand such processes from zero or from accessible local processes, would necessitate one to question many essential suppositions and to set up the fresh premises based on fine perceptive of in cooperation technical and cultural requirements. It is this final feature of technical capability, which is often tricky to identify. Though, such competence are most probably there in people who are inventive in their own culture, such as those who are capable of setting up novel processes and systems to manage with environmental changes at home and to augment organizational efficiency otherwise, such capability could also be found in people who have already a triumphant track record in cross-cultural management.

Abercrombie and Fitch report Essay Example for Free

Abercrombie and Fitch report Essay Abercrombie Fitch was established in 1892, and originally was a retailer of outdoor and sporting goods. In 1976, it went bankrupted and was acquired by Limited Brands in 1988. Michael Jeffries was nominated to become CEO in 1992, and he dramatically improved the status of AF to be a global fashion retailer. Now the symbol of American style and beloved brand by many customers worldwide, Abercrombie and Fitch produces mainly apparel, fragrance and lifestyle goods targeting at consumers aged from 18 to 25. There are 4 sub-brands in AF which are Abercrombie and Fitch, Abercrombie Kids, Hollister and Gilly Hicks. Each sub-brand has its own characteristics and its positioning in the fashion market is slightly different. Abercrombie Fitch is rooted in East Coast traditions and Ivy League heritage, it is the essence of privilege and casual luxury (Abercrombie and Fitch Co. 2012, P. 3). Abercrombie Kids is for the kids who want to be like their older brothers or sisters and the core concept of it is casual and preppy looks. Hollister’s heritage stems from Southern California and was designed to represent cool beach style. Gilly Hicks is the newest and smallest brand in AF made only for the girls’ clothes or underwear. With the opening of a flagship store in Canada in 2005, AF started to enter the global market. Now it has 139 stores outside of the US, and it recently opened stores in Seoul, South Korea and in Shanghai, China to expand into the Asian market. We chose Abercrombie and Fitch since we would like to see how successful this multinational apparel company can be by insisting its All-American style in different cultures. We wanted to explore its unique retail strategy and brand positioning as this brand is sought after a lot of young adult. Several controversial issues of AF were the deciding factor in our choice of company. Work Oriented Culture Of all the methods which exist for explaining cultural differences, â€Å"the dimensional approach is more influential† (Peng Meyer, 2011). Geert  Hostede, a Dutch professor, established the overarching theory consisting of five cultural dimensions. The first is power distance which outlines the expectation and acceptance of the unequal distribution of power by the less powerful members of a country (Peng Meyer, 2011). Individualism vs. collectivism is the cultural dimension characterized by whether the  citizens view themselves as distinctly different or dependent upon group involvement. The third cultural dimension is masculinity vs. femininity which refers to the values, traditional male or female, which are held in the highest regard. Determining the extent to which an individual will embrace uncertain circumstances is the uncertainty avoidance dimension. Finally, long-term orientation deals with the emphasis the citizens place upon â€Å"perseverance and savings fo r future betterment† (Peng Meyer, 2011). The US is the home country of Abercrombie and Fitch. Power Distance Individuality Masculinity/Femininity Uncertainty Avoidance Long-term Orientation Scoring a 40 caused the US to be in the lower half of the countries for power distance. Hierarchy is â€Å"established for convenience† (Geert-hofstede.com, 2014) as superiors are easily accessible and communicate informally. Information is free flowing as managers take input form their subordinates. The US received the highest individuality score of 91. Citizens are considered â€Å"the best joiners in the world† (Geert-hofstede.com, 2014). It is not extreme for Americans to work with people with whom they are not familiar as deep friendships are not commonly formed. What an individual is capable of doing or has already done will determine their value of being  hired or promoted. Ranking 15th on the masculinity scale with a score of 62 indicates a masculine nation. US firms create a culture of â€Å"live to work† (Geert-hofstede.com, 2014) where higher status and financial rewards are key driving factors. Leaders which are forceful and decisive are highly valu ed. Employees who are less visible and indecisive are not able to attain success With a score of 46, the US is shown to have a below average uncertainty avoidance. Innovation is extremely valued as new ideas are quickly accepted. As compared to firms in higher uncertainty avoidance countries, US firms will quickly go after new, emerging, and risky opportunities. The US is seventh from the bottom of the list for long-term orientation with a score of 29. While future planning is involved in US firms’ decision making process, quarterly reports are incredibly significant and limit the time firms can look ahead. Employees’ savings rates in countries such as the US are much lower than those in long-term oriented nations. Home Region Oriented Firm Rugman and Verbeke in 2004 established a triad of economic power consisting of Asia, the EU, and North America. Analysis of 380 firms determined how many were home-region oriented, bi-regional, host-region oriented, or global (Rugman Verbeke, 2004). A home-region oriented firm has â€Å"at least 50% of their sales in their home region of the triad† (Rugman Verbeke, 2004). To be a bi-regional company, at least 20% of all sales must take place in two regions, but the company cannot have more than 50% in the region where the company is based. If a firm has more than 50% of its sales in a region different than its home region then the firm is considered host region oriented. In order to be global, a firm must have â€Å"at least 20% of their sales in all three regions of the triad, but less than 50% in any one region† (Rugman Verbeke, 2004). AF is considered a home region oriented company based upon the released date from 2013. Of the $4,116.9 million in sales, 64.59% or $2,659.09 million is generated in the home region, North America. $1,116.78 million or 27.13% of all their sales take place in the EU region. Asia is far behind as the remaining 8.28% of sales, 341.03 thousand dollars, is dispersed across the  rest of the world. No calculations were needed as the sales figures and percentages were given. (Csimarket.com, 2014). The industry for which AF operates can explain their sales distribution. As the company is in the fashion and retail industry, its’ sales are incredibly dependent upon the affinity of the customers for specific brands and styles. Since the company is based in North America, the firm is much more familiar with the prevalent style which would need to be present to increase sales. AF also established itself in their home country before expanding. These factors could explain the firm’s international orientation. Ownership Advantages First, one downstream ownership advantage of AF is the possession of a specific brand image which is not easily imitable. The firm operates under different brands Abercrombie Fitch, Abercrombie Kids, Hollister, and Gill Hicks for slightly different targets. Each sub-brand represents a different brand image but they eventually add up to one big image, â€Å"American Cool†. To the fashion retailers, the most important ownership advantage is their own irreplaceable brand image. In this context, AF has its distinct position in the fashion market and is using their brand image successfully to attract the customers (Abercrombie Fitch Co. 2012, P. 3). Second, the other ownership advantage of AF is its’ in-store experience. AF stimulates the customers’ senses of sight, sound, smell, and touch by utilizing handsome male models, music, fragrances, rich fabrics and interior design. Customers (mainly females) can get a chance to take a photo with the models, and this became a representative in-store experience of AF. In addition to this, AF uses certain perfume to attract customers and to make them remember AF for a longer time than just seeing, which is called â€Å"scent marketing†. Also, the stores always play the video of the American beach to emphasize its â€Å"cool† brand image. AF only sets up the flagship stores and controls them through the managers who are trained in the US and sent to the international flagship stores to monitor the whole operation. This system makes it possible to transfer this in-store experience to the newly established flagship stores very well. Therefore, all AF stores, even those  overseas, are committing the standardized in-store experience by offering customers the same experience (Abercrombie and Fitch Co. 2012, p. 4). Uppsala Model Network Internationalization Model Differences â€Å"The Uppsala model views that market knowledge is gained only by operating directly in a market; thus the model focuses on experimental knowledge† (Childs Jin 2013, p. 38). According to the Uppsala model, will increase their market commitment gradually based upon their experience in the market and based on the knowledge they gain in the market. On the other hand, according to the Network internationalization model, firms can start their internationalization before they enter the market by settling network relationship in advance. Therefore, firms do not have to follow the stages of the Uppsala model but â€Å"building a number of such relationships constitutes a large and important investment, and once established, and organiza tional or ownership advantage† (Vahlne Johanson 2013, p. 195). Uppsala Model Network Internationalization Model Similarities Both models consider the network as important knowledge that firms should gain. The network facilitates information and experience by building up the trust in a relationship and also by learning from other market players. Within the Uppsala model, the core concept of the gradual extension of a company’s internationalization into a market, which gains the company valuable experience, should be based on the interplay with customers, suppliers, and other competitors. As the company’s network broadens, it can get more knowledge and at the same time its degree of internationalization will become higher. In this context, we can find similarity between the two models. International Trajectory In 2005, AF first opened its’ flagship store in Canada. Starting from this, AF entered the European market with opening flagship stores in major cities of the European countries, such as London, Milan, Paris, and Amsterdam. On December 15, 2009, AF opened its first Asian flagship store in Tokyo as a starting point to enter the Asian market. Currently, AF owns 19 flagship stores in Canada, 110 in Europe, and 11 in Asia. Among those stores, 39 are sales subsidiaries. In Canada, the Netherlands, and Hong Kong, AF has wholly-owned subsidiaries because there are DCs in those countries, meaning that they are the most important countries in each continent (Abercrombie   Fitch Co. 2012, PP. 19, 101102). Firms who have a strong brand image and possess asset specificity (a unique product or a unique way of doing business) are more likely to internationalize quickly (Childs Jin, 2013). AF is a good example of this case, so it could skip the lower stages of the Uppsala model, such as s poradic exports or exports through sales agents, and could set up the subsidiaries directly overseas, which only takes 7-9  years. Consequently, now we can assume that the company is already in a quite higher stage of the Uppsala-based stages model with its sales subsidiaries and wholly-owned subsidiaries. Degree and Nature of International Sourcing Abercrombie and Fitch does not own factories producing the products and it has not sourced more than 10% of its merchandise from any single member of its approximately 155 vendors in 20 countries, including the United States, China, Vietnam and Guatemala (Abercrombie Fitch Co. 2012, p. 4). In particular, more than 90% of its suppliers are in Asia (Google.com, 2011). The company has established supplier product quality standards to ensure the high quality of fabrics and other materials used in the company’s products (Abercrombie Fitch Co. 2012, p. 5). Abercrombie and Fitch has two distribution centers (â€Å"DCs†) in New Albany, Ohio. The two DCs were initially responsible for the distribution of merchandise to the stores and direct-toconsumer customers, both regionally and internationally. Since 2009, AF has offshored its DCs by using a third-party DC (TNT Fashion) in Roosendaal, the Netherlands for the distribution of merchandise to stores and direct-to-consumer cust omers located in Europe and a third-party DC in Hong Kong since 2011 for the distribution of merchandise to stores located in Asia. Its two DCs in New Albany, Ohio currently only support its North American stores, and direct-to-consumer customers outside of Europe (Abercrombie Fitch Co. 2012, p. 5). The nature of offshoring the DCs is to broaden the direct-toconsumer business worldwide and facilitate the international expansion of Abercrombie and Fitch stores in Europe and Asia. Furthermore, Abercrombie and Fitch has a strong, cooperative and long-term relationship with its vendor factories. When the CEO Mike Jeffries was asked about the cost pressures from raw materials and labor costs, he emphasized  that a strong relationship with vendors has been key since they had assisted AF and been fair in terms of cotton prices and other increases. He also added that AF and vendors have been there for each other for the long term (Barrie, 2010). Strategic Advantages and Drawbacks of International Sourcing and Offshoring The first advantage of international sourcing is that AF can hedge against the supplier risks. Since AF has relationships with over 100 vendors in 20 countries, it can flexibly switch from one source to another when necessary. AF has the ability to increase its total supply capacity. Even if there are a sudden wave of demand for certain products, having a strong relationship with over 100 vendors will ensure AF a certain supply of products and therefore the supply chain will be more stable (Inboundlogistics.com, 2011). However, such global sourcing strategy also brings some disadvantages. The source of production activity is too dispersed; it is a challenge to find qualified executives who know the local business environment and understand the corporation’s inner workings especially in the Asia Pacific region (Inboundlogistics.com, 2011). We would advise Abercrombie and Fitch to send executives from the US to those countries and hire local managers simultaneously to ensure the production activity smooth. The primary advantage of offshoring is to reduce costs. Offshoring its distribution centers in Europe and Asia can save distribution and transportation costs of merchandise to stores in Europe and Asia. However, if the third-party distribution center in the Netherlands or Hong Kong shuts down suddenly, the distribution of merchandise in Europe and Asia will be totally disrupted. Therefore, AF should leverage the risk by running an additional distribution center in some low-cost countries, such as Vietnam. This move will also support AF’s future expansion. Opportunities and Threats in Vietnam Opportunities Labor cost in Vietnam are absolutely lower than that of China (JETRO, 2011) (NWPC, 2014). See Appendix 1 for figure 1. Government policy to attract FDI (Kim, Lee Cheong, 2011). See AppendixThreats 2.  TPP (Trans-Pacific Partnership) Cost reduction, lead time reduction, and tax benefit. See Appendix 3 for table 1. Currently only 16% of AF clothes are produced in Vietnam (Google.com, 2011). See Appendix 4 for figure 2. Vietnam has a better status for lead times, infrastructure, and working circumstances than other developing countries (Kim, Lee Cheong, 2011). As AF doesn’t operate their own manufacturing facilities but uses vendors, it can be intense competition among the companies who want to attract vendors in Vietnam. Bangladesh, Cambodia, and Sri Lanka which have lower labor cost than Vietnam are trying to develop their infrastructure and manufacturing conditions to attract vendors. In the future, those undeveloped countries can be a threat to the Vietnam market. Minimum wage in Vietnam is increasing by 15% in 2013, and 17% in 2014 (Vettoretti Huyen, 2013). Suggestions for the Emerging Market We suggest establishing a distribution center (DC) in Vietnam as a strategy to create synergy with the new manufacturing facilities in Vietnam. Currently, many global fashion retailers are trying to generate vertical integration in the emerging markets because they can control the demand fluctuation easily and simplify procurement and administrative procedures eliminating the need to deal with a wide variety of suppliers and distributors. If TPP is concluded, the degree of tariffs will decrease, so it would be better to concentrate on upstream investment in Vietnam. Because emerging markets are not wellorganized and there is more lack of conditions than the developed market, owning a DC will be more stable and protective. Eventually, a DC in Vietnam will create good access to the Asian market. In  overseas developed markets, AF doesn’t own the distribution centers but uses third-party DCs in the Netherlands and Hong Kong. However in Vietnam, we assume that AF would set up a distribution center as a wholly-owned subsidiary. The third-party logistics in outsourcing the whole distribution to a specialized company would reduce the cost. Now AF has only third-party DCs in overseas and there is a threat to be shut down. In order to prevent this situation in advance, owning at least one wholly-owned DC is practical. Because a wholly-owned DC totally controlled by the company, the company can adjust to the demand fluctuation better than a third-party DC. Therefore wholly-owned DC will function as a safety net in a case there is an uncontrollable problem in a third-party DC. Strategic Objectives of Entering China With regard to market seeking, â€Å"China will represent the biggest market potential for our brands,† said Craig Brommers, senior vice president of marketing for AF (Fashionunited.com, 2014). Undoubtedly, China is a huge and growing market with a population of approximately 1.4 billion. Therefore, AF has been trying to locate its potential customers by opening the first flagship store in Shanghai and 8 Hollister stores in different cities since 2012. The company plans to open over 100 new stores under its Hollister and AFs label in China over the next ten years (Fashionunited.com, 2014). With regard to efficiency seeking, there are an abundant suppliers and a low-cost labor force. Specifically, over 60% of its vendors were located in China in 2011 (Google.com, 2011). Also, there has been a distribution center in Hong Kong since 2011. Therefore, AF can achieve lower transportation costs since the delivery is closer to its target markets. Past Foreign Entry Modes Abercrombie and Fitch started its international expansion in London by opening the first overseas flagship store in 2007, and it almost adopted a single foreign entry mode in the last 7 years. AF established a wholly-owned subsidiary when entering a new market, such as the Netherlands, UK, Hong  Kong, Singapore and Japan. However, AF opened its first Hollister store in Dubai in 2013 through a joint venture with Majid Al Futtaim Ventures and an AF flagship store is expected to open in Dubai in 2014 the same way (Majid Al Futtaim Ventures, 2014). For Abercrombie and Fitch, establishing wholly-owned subsidiaries is a better entry mode for international expansion. AF can enjoy full control of the international stores since it pursues an intensely American retail and marketing strategy (Marx, 2010). Therefore, establishing a wholly-owned subsidiary enables AF to integrate the operation of its subsidiaries tightly with itself and to control what the subsidiary should follow. In addition, it takes a lot of efforts to establish an effective relationship in a joint venture and the cultures of the companies may be incompatible. Financially, The parent company can consolidate the results of its wholly-owned subsidiaries into one financial statement (Basu, 2014).Considering that AF is opening more international stores worldwide, the financial reporting would be too complicated if it engages in joint ventures in many different countries. Multinational Strategy Home Replication Stage The multinational strategy of Abercrombie and Fitch closely resembles the home replication strategy. There are several evidences from practice. First of all, the local responsiveness of AF’s international stores is very low. The staff greets shoppers in English, rather than the local language of the foreign countries. This results in foreign customer alienation since some customers will be forced to surface their rusty English during the transaction (Marx, 2010). AF replicates its home country-based competencies such as brand positioning. Sex appeal is a big part of the brand’s charm in the United States; AF also puts this masculine ideal into practice of its international stores. Particularly, many of the male staff members are half-naked in the stores (Marx, 2010). Finally, the implementation of its marketing strategy and operation is easier. The store design and the interior are the same worldwide along with extremely dim lightings, a strong smell of cologne and perf ume and the staff singing or dancing with the  pounding American songs. ‘Real-life’ Social and Environmental Dilemmas A ‘real life’ social dilemma has adversely impacted AF in recent years surrounding its CEO. The official website of the company states the company strives to be â€Å"an inclusive environment that values the differences of its associates and customers† (Anfcareers.com, 2014). While this is the official statement, an interview with the CEO, Mike Jeffries, brought a contrasting view to light. Jeffries identified his target market by claiming, â€Å"a lot of people don’t belong [in our clothes]†¦Are we exclusionary? Absolutely† (Walker, 2014). AF has since released an apology, but boycotts, negative celebrity statements, and petitions were enacted. This issue is an ethical dilemma to the firm because of their strategic place in the clothing market. In order to stay popular, an essence of exclusivity has been built around the brand, since the more exclusive the brand appears, the more interest the brand receives. This has been AF’s approach, but this strategy is not inclusive. The firm had to determine whether to increase their size options or continue with the current productive model. The most important stakeholders for this dilemma are the CEO and those who hold a large portion of AF’s stock. If AF is not able to effectively remedy the situation then the company’s profits will continue to suffer. AF is a public company so their performance directly affects their stock. If the dilemma is not resolved quickly, it could trigger a chain reaction of a loss in profits which leads to lower stock causing several holders of the stock to drop it effectively dropping the value of the stock. The effects of this dilemma could have extremely long lasting repercussions. An environmental issue which has become a dilemma for AF is the implementation of harmful chemicals in their signature fragrances. Within the fragrance Fierce, â€Å"11 secret chemicals that are not listed on the label† (Henricks, Malkan, Shils, 2014) were found that heighten allergic reactions. This particular fragrance caused reactions from various activist groups such as Physicians for Social Responsibility, MomsRising, and others which total over 1.5 million people (Henricks, Malkan, Shils, 2014). Utilizing harmful chemicals is an ethical environmental dilemma for AF  because the current formula has generated incredible revenue. The official website of the company addresses large environmental impact areas such as limiting their carbon emissions, but nothing addresses something  which impacts the environmental on this particular scale. If AF is able to hide these chemicals and still gain their desired sales results then it has little motivation to stop acting in this manner. The most important stakeholders surrounding this dilemma are not only the executives and upper management of the company, but also the lowest store employees. A loss in serious sales will affect most employees in a company, but this situation would directly affect individual store employees.Customers may stay away from the stores in order to avoid the negative side effects resulting in a loss of profit and jobs for store employees. Developing a Globally Standardized Strategy Currently, Abercrombie and Fitch already has an established a globally standardized strategy to cope with the selected dilemmas. The strategy is laid out on a website by the company which was created specifically for displaying the considerate side of AF. Covering everything from the sustainability to collaborations to specific policies, AF clearly display their globally standardized strategy to â€Å"ensure that the highest values of human rights are being upheld at our headquarters, in our stores and within our supply chain† (anfcares.org, 2014). AF should have a globally standardized strategy. Even if ethical imperialism is not wise, the specific industry operations call for a globalized solution. Several ethical viewpoints are almost universal for garment manufacturing. Several unethical decisions such as environmental negligence and the use of harmful chemicals have resulted in scandals and dilemmas because of the accessibility of information. For example, the infamous in terview with the CEO was conducted years before it gained notoriety. By having a globally standardized strategy, AF could mitigate potential situations before they arise. The selected dilemmas have global relevance. Inclusion, the principle dealt with in the social dilemma, is incredibly important to a multitude of  cultures across the world. A store in the Netherlands which openly admitted to not wanting homosexual customers would experience a similar backlash. The environment issues also reaches across borders. Asthma, one of the problems which are heightened by the fragrances, is prevalent in â€Å"an estimated 300 million people† (Aaaai.org, 2014). Abercrombie and Fitchs’ Actions Compared to Unilever The actual solutions by AF are not similar to the solutions practiced by Unilever. Both AF and Unilever have explicit codes of conduct and plans to deal with ethical dilemmas which arise. Even though these plans exist, AF has demonstrated that its actions do not always align with their official stance. Unilever’s approach to social impact such as gender equality has been greatly documented, and one of their main goals by 2020 is to â€Å"help more than 1 billion people improve their health well-being† (Vis, 2014). The implementation of this policy is seen as Unilever has helped generate around â€Å"65,000 microentrepreneurs† (Vis, 2014). A stark contrast exists between Unilever’s actions and those of AF. Unlike Unilever, the ultimate actions of AF and their refusal to stock larger size clothing proves the company is dedicated to portraying a positive image without actually helping to make a positive change in society. AF’s actions toward their environmental impact align almost with their actions for social justice. Although its’ official stance is to reduce its environmental footprint, the company has taken no action in light of the protests by environmental groups driven â€Å"to get rid toxic chemicals from the environment† (Lutz, 2013) which are the result of their colognes. Unilever’s approach towards economic longevity has been greatly noted as â€Å"75% sites [send] zero waste to landfill† (Vis, 2014). Unilever’s approach is much more preferable to AF’s approach. From a social standpoint, Unilever’s actions have actively made a beneficial social change as Unilever continues to fulfill their promises. AF continues to ignore their customer’s plight even though the company claims to truly care. From a corporate standpoint, Unilever’s approach is better because many news outlets have cited the company as making a positive chan ge, while AF continues to have controversies resulting in a sales drop of 10%. Overall, Unilever has a much better strategy than AF. Appendix 1 Figure 1: Average Monthly Wage of Asian Countries (Nwpc.dole.gov.ph, 2014) Appendix 2 Improvement of the Vietnam Government Policy on FDI (Kim, Lee and Cheong, 2011) The Vietnam government policy for FDI was dramatically improved by registering into WTO (World Trade Organization) and preparing for PNTR (Permanent Normal Trade Relations). Besides, the government adopted global standards, abolished discrimination of foreigners, and opened the service part such as finance or communication. As a result, FDI into Vietnam broadened to various areas, for example, fabrics, mining, energy, finance, logistic and so on. Especially concluding PNTR between the US made it possible to participating into WTO and encouraged foreing investors to enter into the Vietnam market. Another important change in the policy is related to the modification of legal restrictions or rules. On 1st of July, 2006, the government changed the original law for FDI which had been adapted only to the local people into the newly modified law for FDI which is commonly adapted to the both parts of foreigners a nd local people. This was the effort of the government to create more competitive investment conditions which are changing subject of application, and abolishing double price and repatriation tax. Also the government has been modifying the original business law, investment law, land law, and corporate taxation. References 1) Aaaai.org 2014, Asthma Statistics | AAAAI. [online] Available at:http://www.aaaai.org/about-the aaaai/newsroom/asthma-statistics.aspx [Accessed 14 May. 2014]. 2) Abercrombie and Fitch 2012, Annual report 2012, Abercrombie and Fitch Co., New Albany, Ohio. 3) Anfcareers.com 2014, Abercrombie Fitch Careers. [online] Available at:http://www.anfcareers.com/page/Diversity [Accessed 15 May. 2014]. 4) Anfcares.org 2014, AF Cares Our Strategy. [online] Available at:http://www.anfcares.org/sustainability/environment/strategy.jsp [Accessed 16 May. 2014]. 5) Barrie, L. 2010, Abercrombie Fitch sees opportunities in higher costs. [online] Just-style.com. Available at: http://www.just-style.com/analysis/abercrombie-fitch-sees-opportunities-in-highercosts_id109585.aspx [Accessed 18 May. 2014]. 6) Basu, C. 2014, The Advantages Disadvantages of a Wholly Owned Subsidiary. [online] eHow. Available at: http://www.ehow.com/info_8627934_advantages-disadvantages-wholly-ownedsubsidiary.html [Accessed 18 May. 2014]. 7) Childs, M. and Jin, B 2014, Is Uppsala model valid to fashion retailers? An analysis from internationalisation patterns of fast fashion retailers. Journal of Fashion Marketing and Management, 18(1), pp.36 51. 8) Csimarket.com 2014, Abercrombie Fitch Co. (ANF) Jan. 31, 2014 Sales per Country and Region, Annual Report CSIMarket. [online] Available at:http://csimarket.com/stocks/segments_geo.php?code=ANF [Accessed 18 May. 2014]. 9) Fashionunited.com 2014, Abercrombie Fitch aims to open 100 stores in China Report Executive. [online] Available at: http://www.fashionunited.com/executive/report/abercrombiefitch-aims-to-open-100-stores-in-china-20142304495372 [Accessed 18 May. 2014]. 10 10) Geert-hofstede.com 2014, United States Geert Hofstede. [online] Available at: http://geerthofstede.com/united-states.html [Accessed 18 May. 2014]. 11) Google.com 2011, Abercrombie Fitch Production and Expansion Google Maps. [online] Available at: https://www.google.com/maps/ms?ie=UTF8t=mvpsrc=6oe=UTF8msa=0msid=2073664 88920603185286.0004b07bb7b95fb0f4d6cdg=feature [Accessed 18 May. 2014]. 12) Henricks, S., Malkan, S. and Shils, J 2014, Campaign for Safe Cosmetics : Abercrombie Fitch: Stop Spraying Toxic Fragrance!. [online] Safecosmetics.org. Available at: http://safecosmetics.org/article.php?id=739 [Accessed 14 May. 2014]. 13) Inboundlogistics.com 2011, Supply Chain Gain: Global Growth Inbound Logistics. [online] Available at: http://www.inboundlogistics.com/cms/article/supply-chain-gain-global-growth/ [Accessed 18 May. 2014]. 14) Kim, T., Lee, J. and Cheong, J 2011, Firm Level Productivity and Survey Results for Korean Firms in Vietnam and Indonesia. KIEP Research Paper No. Policy Analysis-11-22, pp.16-180. 15) Lutz, A 2013, Reasons Why People Hate Abercrombie Fitch. [online] Business Insider. Available at: http://www.businessinsider.com/abercrombie-and-fitch-worst-controversies-20138?op=1 [Accessed 18 May. 2014]. 16) Majid Al Futtaim Fashion 2014, Hollister to make its Middle East debut in 2013. 17) Marx, W. 2010, In Tokyo, Abercrombie Misses Its Mark. [online] BoF The Business of Fashion. Available at: http://www.businessoffashion.com/2010/02/in-tokyo-abercrombie-misses-itsmark.html [Accessed 18 May. 2014]. 18) Nwpc.dole.gov.ph 2014, Official Website of National Wages and Productivity Commission. [online] Available at: http://www.nwpc.dole.gov.ph/pages/statistics/stat_comparative.html [Accessed 18 May. 2014]. 19) Overseas Research Department Japan External Trade Organization (JETRO) 2011, The 21th Comparative Survey of Investment-Related Costs in 31 Major Cities and Regions in Asia and Oceania. p.68. 20) Peng, M. and Meyer, K 2011, International Business. 1st ed. London: Cengage Learning, pp.7276, 363, 458-459. 21) Rugman, A. and Verbeke, A 2004, A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), pp.318. 22) The Ohio State University Fisher College of Business 2013, Abercrombie Fitch Equity Research Report. pp.3 4. 23) Vahlne, J. and Johanson, J 2013, The Uppsala model on evolution of the multinational business enterprise – from internalization to coordination of networks. International Marketing Review, 30(3), pp.189 210. 24) Vettoretti, A. and Huyen, H 2013, Vietnam Set to Increase Minimum Wages from December 31, 2013. [online] Available at: http://www.vietnam-briefing.com/news/vietnam-set-to-increaseminimum-wages-from-december-31-2013.html/ [Accessed 18 May. 2014]. 25) Vis, J 2014, Making Progress, Driving Change. 26) Walker, J 2014, Abercrombie Fitch: Sorry!. [online] The Huffington Post. Available at: http://www.huffingtonpost.com/2013/05/23/abercrombie-and-fitch-apology_n_3323668.html [Accessed 18 May. 2014].

Marketing Analysis of Food Company

Marketing Analysis of Food Company 1.0 Calcium Company (CC) is a wholesale company and has long term presence plan in Auckland, New Zealand. They have invested lots of capital of launch a new product in a market. Calcium Company will be making flavored yogurt for growing kids and children. It has a unique product line which is currently in place. The company will be offering large variety of flavors. It has calcium and other vitamin and minerals in flavored yogurt. This report will look at the SWOT and PEST analysis whereby it helps to make product survive in the market. Moving on, it will go into depth the benefits of the new product in the market. In final report CC will try to launch successful product. Yummy kids will become a very trendy choice for children’s drinking milk and Calcium Company strongly believes that this will become a very meaningful and profitable investment for the future of children in our society. 1.0 Introduction CC was opened in 2006; it was making milk only and then later diversified into flavored yogurt. Since it made huge profit over the years so they decided to make the other profits. They are launching a new product in the market which is flavored yogurt. Their target market is kids 5-14 year old children. It has high content of calcium Objectives are as follows: To meet first year sales projections To grab market share within years time by 25% Plan to diversify other products in next five years time. 3.0 Situation Analysis Marketing information helps managers to make better decisions about their management such as market size and market share. 3.1 Marketing Information Pie chart 1 The above pie chart shows the market share of respective company. 3.2 SWOT Analysis Strength Healthy product Skilful labours Weakness New product Opportunities new product Threat Competitors The SWOT analysis illustrates S+T (3) and W+T (2) so the introduction of the new product is feasible. 3.3 External Environment Analysis Political and Legal factor GST Tax Income level Economic factors Insurance rate Social and Cultural factors Healthy and nutritious Technology factors Availability of resources and technology Advance technology’s Environmental factors Global warming, environmental issues. Changes in temperature can impact on many industries including dairy farming (U.K essays.com 2013). 4.0 Segmentation Strategy 4.1 Segmentation Variables It looks at the cost which is involved in launching of the new product in the competitive market. 4.2 market segment profile They are two competitors in market which is Fonterra and Goodman Fielder. At this stage they are very competitive in the market. So CC is trying to gain market share in the competitive market. 5.0 Targeting Strategy The market will target the competitors. The competitors are Fonterra and Goodman Fielder. This market looks at the age group 5-14 years old. This age group needs calcium and protein in their diet for growth. 5.1 Rational and Strategy CC will have differentiated product in the market for everyone. 6.0 Positioning The above diagram shows where yummy kids places it price which is at c. 7.0 Product The above yummy kids will attract the attention of kids because it’s so color and they name speaks. 7.1 Product Classification Existing Milk product Existing Yogurt product Calcium Fruity yogurt Iced coffee Meadow fresh 7.2 Product Line and Mix CC main product is milk which is the core base of the business later moved ahead with skim and diet milk and introducing drinking chocolate milk. CC company has a reasonable variety of product mix to present their retailers and customers also intend to introduce plain and fruity yoghurt in future. 7.3 Product Branding, Packaging and Labelling Labeling: there is bears photo on the package. It will contain the ingredients and contents on the container. 8.0 Promotion CC will have billboards, magazines and posters in dairy shops. 8.1 Objectives To attract attention of the customer s in the market. 8.2 Promotion Mix The primary objectives of the milk product yummy kids are to firmly establish CC companys brand positioning as well as development strategies to the target market. Therefore objectives of advertising the yummy kids yoghurt are; Increase awareness enlighten the importance of Protein Calcium in growing kids Provide information about the product Let the customers be aware that CC company is 100% New Zealand owned 8.3 Advertising CC will advertise their product on T.V at around children program time. 8.4 Sales Promotion It will be promoted on TV channels in order to attract the attention of the customers. 9.0 Pricing CC will allocate its price at low due it’s a new product in the market. 9.1Pricing Objectives Maximize profit Gain market share 9.2 Pricing Method Hence, the cost of each tub of yummy kids: Material$0.10 Processing cost$0.10 Labour cost$0.10 Total Cost$0.30 Profit margin $0.20 Add GST$0.10 Total cost of a tub of yogurt will be $0.70. 10.0 Distribution 10.1 Distribution channels Wholesalers will deliver the product to retailers and then customers will buy the product from the retailer. 10.2 Factors affecting distribution channel The factors which might affect could be cost of logistic department or they may not arrive on time to deliver the product. 10.3 Distribution intensity It will be distributed to count down, packnsave and other diary stores. 11.0 Control Systems 11.1 Budgeting CC company has budget set for their new product yummy kids. Company will focus on their budget to cater for the new product. Below is the sample budget of launching new product: Expenses Materials$20000 Processing cost$1500 Labour cost$15000 Fixed costs Machines$10000 12.0 ETHICS AND SOCIAL RESPONSIBILTTY 1. Packaging will be biodegradable 2. Product will be thoroughly tested before introducing in the market. 13.0 Conclusion In conclusion, Calcium is added to fruity yogurt in countries which is very popular with kids. Further research was also carried out on the population of Auckland especially focusing on the kid’s population (UK.Essay.com, 2013). This report does not reveal any information of CC Company’s customers and their buying habits who live across New Zealand where yummy kids can be distributed to retails to increase market share and generate return on investment. 14.0 Reference List Statistics New Zealand. (2011). Dairy Product Manufacturing Retrieved from http://businesstoolbox.stats.govt.nz/IndustryProfilerViewProfile.aspx?ProfileID=CC131 Statistics New Zealand. (2012). National Population Estimates: June 2012 Quarter. Retrieved from http://www.stats.govt.nz/browse_for_stats/population/estimates_and_projections/NationalPopulationEstimates_HOTPJun12qtr.aspx Thomadsen, R. (2007). Product Positioning and Competition: The Role of Location in the Fast Food Industry. Marketing Science, pp. 792-792-804. Retrieved from http://ezproxy.aut.ac.nz/login?url=http://search.proquest.com/docview/212253097?accountid=8440

Comparing Ursula K. LeGuin’s Forgiveness Day and Nicola Griffith’s Ammo

Comparing Ursula K. LeGuin’s Forgiveness Day and Nicola Griffith’s Ammonite   Ã‚  Ã‚   In Ammonite, Nicola Griffith tells the story of one woman’s encounter with and assimilation into the culture of an alien world.   Ursula K. LeGuin’s â€Å"Forgiveness Day† similarly recounts one woman’s experiences as she confronts an alien culture.   In both cases, these women, Solly in â€Å"Forgiveness Day† and Marghe in Ammonite, learn about themselves as their position shifts away from that of an outsider and they find their place in society.   Although there are similarities in the characters’ backgrounds, their journeys, and their quest for belonging, there are fundamental differences in the process the characters go through in order to find a place where they belong.   Specifically,   LeGuin and Griffith mirror one another in describing the causal relationship between accepting oneself and participating in a romantic partner relationship.   This difference is telling as it reflects the differing attitudes towa rds the role of romantic partnerships in one’s growth process as well as in society as a whole.   Ã‚  Ã‚   As these stories begin, both Marghe and Solly are striking in their lack of attachments to the outside world.   Moreover, they confident in their professional abilities and proud of their independence.   In their freedom, both are spiritual orphans.   Marghe’s mother is dead and she is not in contact with her father.   In addition, she has no real friends and is distrustful of her colleagues on Jeep.   Solly is also an orphan in a very real sense; she has spent most of her life in space, and the technical restrictions of travel mean that as she traveled she would skip â€Å"another half millennium in the process† (LeGuin 47).   Her parents, as well as anyone ... ...serve â€Å"with great distinction as a Stabile† (123).   Solly finds places to belong, and Teyeo finds he belongs at her side.   Marghe is only able to find a place and fall in love after she has truly come to know and understand herself.   She joins a family, helps to support it, and learns to belong.   Romantic love, instead of making her belong, becomes possible only after Marghe has taken significant steps towards finding her place rn the world.   Nonetheless, in both cases, the authors demonstrate their characters’ need for true human contact and companionship and their own belief that such contact is an important part of life.   To become whole, the outsider must come in.    Works Cited Griffith, Nicola.   Ammonite.   Toronto: Ballantine Books, 1992. LeGuin, Ursula K.   â€Å"Forgiveness Day.†Ã‚   Four Ways to Forgiveness.   New York: HarperPaperbacks, 1995.   Pp. 47-124.

The Police Powers of Search, Arrest, and Interrogation Essay examples -

The Powers of Police Individuals have civil rights; people are entitled to be allowed to move freely and to have their person and their property respected. However the police must have sufficient powers to investigate crimes. Therefore Parliament has given the police special powers that can be used in certain circumstances. These powers include the rights to stop and search suspects, to arrest and interview people when necessary and to take fingerprints and samples (blood samples) for scientific analysis. Without the police having these certain powers then it would be nearly impossible to investigate any crimes. But it is also important for the police to remember that, at the same time, they do not unnecessarily harass ordinary people, and that those who are suspects are protected from overzealous police officers. The law on police powers is covered in the Police and Criminal Evidence Act 1984 (also known as PACE) and the codes of practice under section 66 of PACE. There are five codes, running from code A to E. Code A deals with the powers to stop and search, code B deals with powers to search premises and seize property, code C deals with the detention, treatment and questioning of suspects, code D deals with rules for identification procedures and code E deals with tape-recording of interviews with suspects. This essay will discuss the police powers of search, arrest and interrogation, which are all covered by PACE 1984. The first item that this essay will be dealing with is the police's powers to stop and search. Under section one of PACE the police have the right to stop and search people and vehicles in a public ... ... as including torture, inhuman or degrading treatment and the use or threat of violence. Code C also gives protection to suspects who are being questioned in regard to the physical conditions of the interview. For example, the code says that interviews must be adequately lit, heated and ventilated and that suspects must be given adequate breaks for meals, refreshments and sleep. In theory the custody officer who is supposed to keep accurate records, should monitor the treatment of a suspect during their detention period. This should include the length and timing of interviews and other matters, such as visits of police officers to the defendants cell, so that any breaches of the rules will be obvious. However, research by Sanders and Bridges suggests that a substantial minority of custody records (10%) are falsified.

Black House Chapter Twenty-nine

29 â€Å"YOU GUYS READY?† Dale asks. â€Å"Aw, man, I don't know,† Doc says. This isn't the fifth time he's said it, maybe not even the fifteenth. He's pale, almost hyperventilating. The four of them are in a Winnebago kind of a rolling green room that has been set up on the edge of La Follette Park. Nearby is the podium on which they'll stand (always assuming Doc can keep his legs under him) and deliver their carefully crafted answers. On the slope running down to the broad river are gathered nearly four hundred newspeople, plus camera crews from six American networks and God knows how many foreign stations. The gentlemen of the press aren't in the world's best mood, because the prime space in front of the podium has been reserved for a representative sampling (drawn by lottery) of French Landing's residents. This was Dale's one ironclad demand for the press conference. The idea for the press conference itself came from Jack Sawyer. â€Å"Mellow out, Doc,† Beezer says. He looks bigger than ever in his gray linen slacks and open-collared white shirt almost like a bear in a tuxedo. He has even made an effort to comb his acres of hair. â€Å"And if you really think you're going to do one of the Three P's piss, puke, or pass out stay here.† â€Å"Nah,† Doc says miserably. â€Å"In for a penny, in for a fuckin' pound. If we're gonna give it a try, let's give it a try.† Dale, resplendent in his dress uniform, looks at Jack. The latter is if anything more resplendent in his gray summerweight suit and dark blue silk tie. A matching blue handkerchief pokes from the breast pocket of his coat. â€Å"You sure this is the right thing?† Jack is completely sure. It's not a matter of refusing to allow Sarah Gilbertson's Color Posse to steal the limelight; it's a matter of making certain that his old friend is in an unassailable position. He can do this by telling a very simple story, which the three other men will back up. Ty will do the same, Jack is confident. The story is this: Jack's other old friend, the late Henry Leyden, figured out the Fisherman's identity from the 911 tape. This tape was supplied by Dale, his nephew. The Fisherman killed Henry, but not before the heroic Mr. Leyden had mortally wounded him and passed his name to the police. ( Jack's other interest in this press conference, understood perfectly and supported completely by Dale, is to make sure Henry gets the credit he deserves.) An examination of French Landing property records and plats uncovered the fact that Charles Burnside owned a house on Highway 35, not far out of town. Dale deputized Jack and two widebodies who just happened to be in th e vicinity (that would be Messrs. Amberson and St. Pierre), and they went on out there. â€Å"From that point on,† Jack told his friends repeatedly in the days leading up to the press conference, â€Å"it's vital that you remember the three little words that lead to most acquittals in criminal trials. And what are those words?† † ? ®I can't remember,' † Dale said. Jack nodded. â€Å"Right. If you don't have a story to remember, the bastards can never trip you up. There was something in the air inside that place â€Å" â€Å"No lie,† Beezer rumbled, and grimaced. † and it messed us up. What we do remember is this:Ty Marshall was in the backyard, handcuffed to the clothesline whirligig.† Before Beezer St. Pierre and Jack Sawyer slipped through the police barricades and vaporized Black House with plastic explosive, one reporter got out there and took numerous pictures. We know which reporter it was, of course; Wendell Green has finally realized his dreams of fame and fortune. â€Å"And Burnside was dead at his feet,† Beezer said. â€Å"Right. With the key to the handcuffs in his pocket. Dale, you found that and released the boy. There were a few other kids in the backyard, but as to how many â€Å" â€Å"We don't remember,† Doc said. â€Å"As to their sexes â€Å" â€Å"A few boys, a few girls,† Dale said. â€Å"We don't remember exactly how many of each.† â€Å"And as for Ty, how he was taken, what happened to him â€Å" â€Å"He said he didn't remember,† Dale said, smiling. â€Å"We left. We think we called to the other kids â€Å" â€Å"But don't exactly remember † the Beez chips in. â€Å"Right, and in any case they seemed safe enough where they were for the time being. It was when we were putting Ty into the cruiser that we saw them all streaming out.† â€Å"And called the Wisconsin State Police for backup,† Dale said. â€Å"I do remember that.† â€Å"Of course you do,† Jack said benevolently. â€Å"But we have no idea how that darn place got blasted all to hell, and we don't know who did it.† â€Å"Some people,† Jack said, â€Å"are all too eager to take justice into their own hands.† â€Å"Lucky they didn't blow their heads clean off,† said Dale. â€Å"All right,† Jack tells them now. They're standing at the door. Doc has produced half a joint, and four quick, deep tokes have calmed him visibly. â€Å"Just remember why we're doing this. The message is that we were there first, we found Ty, we saw only a few other children, we deemed their situation secure due to the death of Charles Burnside, also known as Carl Bierstone, the South Side Monster, and the Fisherman. The message is that Dale behaved properly that we all did and he then handed the investigation off to the FBI and WSP, who are now holding the baby. Babies, I guess in this case. The message is that French Landing is okay again. Last but far from least, the message is that Henry Leyden's the real star. The heroic blind man who I.D.'d Charles Burnside and broke the Fisherman case, mortally wounding the monster and losing his own life in the process.† â€Å"Amen,† Dale says. â€Å"Sweet old Uncle Henry.† Beyond the door of the Winnebago, he can hear the surflike rumble of hundreds of people. Maybe even a thousand. He thinks, This is what rock acts hear before they hit the stage. A lump suddenly rises in his throat and he does his best to gulp it back down. He reckons that if he keeps thinking of Uncle Henry he will be okay. â€Å"Anything else,† Jack says, â€Å"questions that get too specific â€Å" â€Å"We can't remember,† Beezer says. â€Å"Because the air was bad,† Doc agrees. â€Å"Smelled like ether or chloro or something like that.† Jack surveys them, nods, smiles. This will be a happy occasion, on the whole, he thinks. A love feast. Certainly the idea that he might be dying in a few minutes has not occurred to him. â€Å"Okay,† he says, â€Å"let's go out there and do it. We're politicians this afternoon, politicians at a press conference, and it's the politicians who stay on message who get elected.† He opens the RV's door. The rumble of the crowd deepens in anticipation. They cross to the jury-rigged platform this way: Beezer, Dale, Jack, and the good Doctor. They move in a warm white nova glare of exploding flashbulbs and 10-k TV lights. Jack has no idea why they need such things the day is bright and warm, a Coulee Country charmer but it seems they do. That they always do. Voices cry, â€Å"Over here!† repeatedly. There are also thrown questions, which they ignore. When it comes time to answer questions they will as best they can but for now they are simply stunned by the crowd. The noise begins with the two hundred or so French Landing residents sitting on folding chairs in a roped-off area directly in front of the podium. They rise to their feet, some clapping, others waving clenched fists in the air like winning boxers. The press picks it up from them, and as our four friends mount the steps to the podium, the roar becomes a thunder. We are with them, up on the platform with them, and God, we see so many faces we know looking up at us. There's Morris Rosen, who slipped Henry the Dirtysperm CD on our first day in town. Behind him is a contingent from the now defunct Maxton Elder Care: the lovely Alice Weathers is surrounded by Elmer Jesperson, Ada Meyerhoff (in a wheelchair), Flora Flostad, and the Boettcher brothers, Hermie and Tom Tom. Tansy Freneau, looking a bit spaced out but no longer outright insane, is standing next to Lester Moon, who has his arm around her. Arnold â€Å"Flashlight† Hrabowski, Tom Lund, Bobby Dulac, and the other members of Dale's department are up on their feet, dancing around and cheering crazily. Look, over there that's Enid Purvis, the neighbor who called Fred at work on the day Judy finally high-sided it. There's Rebecca Vilas, looking almost nunnish in a high-collared dress (but cry no tears for her, Argentina; Becky has stashed away quite a nice bundle, thank you very much). Butch Yerxa is with her. At the back of the crowd, lurking shamefully but unable to stay away from the triumph of their friends, are William Strassner and Hubert Cantinaro, better known to us as Kaiser Bill and Sonny. Look there! Herb Roeper, who cuts Jack's hair, standing beside Buck Evitz, who delivers his mail. So many others we know, and to whom we must say good-bye under less than happy circumstances. In the front row, Wendell Green is hopping around like a hen on a hot griddle (God knows how he got into the roped-off area, being from La Riviere instead of French Landing, but he's there), taking pictures. Twice he bum ps into Elvena Morton, Henry's housekeeper. The third time he does it, she bats him a damned good one on top of the head. Wendell hardly seems to notice. His head has taken worse shots during the course of the Fisherman investigation. And off to one side, we see someone else we may or may not recognize. An elderly, dark-skinned gentleman wearing shades. He looks a little bit like an old blues singer. He also looks a little bit like a movie actor named Woody Strode. The applause thunders and thunders. Folks cheer. Hats are thrown in the air and sail on the summer breeze. Their welcome becomes a kind of miracle in itself, an affirmation, perhaps even an acceptance of the children, who are widely supposed to have been held in some bizarre sexual bondage linked to the Internet. (Isn't all that weird stuff somehow linked to the Internet?) And of course they applaud because the nightmare is over. The boogeyman died in his own backyard, died at the foot of a prosaic, now vaporized aluminum clothes whirligig, and they are safe again. Oh how the cheers ring in these few last moments of Jack Sawyer's life on planet Earth! Birds are startled up from the bank of the river and go squawking and veering into the sky, seeking quieter environs. On the river itself, a freighter responds to the cheers or perhaps joins in by blasting its air horn over and over. Other boats get the idea and add to the cacophony. Without thinking about what he's doing, Jack takes Doc's right hand in his left, Dale's left hand in his right. Dale takes Beezer's hand, and the Sawyer Gang raises their arms together, facing the crowd. Which, of course, goes nuts. If not for what is going to happen next, it would be the picture of the decade, perhaps of the century. They stand there in triumph, living symbols of victory with their linked hands in the sky, the crowd cheering, the videocams rolling, the Nikons flashing, and that is when the woman in the third row begins to make her move. This is someone else we know, but it takes us a second or two to recognize her, because she has had nothing at all to do with the case we have been following. She's just been . . . sort of lurking around. The two hundred seats up front have been awarded by random drawing from the French Landing voter rolls, the lucky lottery winners notified by Debbi Anderson, Pam Stevens, and Dit Jesperson. This woman was No. 199. Several people shrink from her as she passes them, although in their happy frenzy they are hardly aware of doing it; this pale woman with clumps of straw-colored hair sticking to her cheeks smells of sweat and sleeplessnes s and vodka. She's got a little purse. The little purse is open. She's reaching into it. And we who have lived through the second half of the twentieth century and have through the miracle of TV witnessed a dozen assassinations and near assassinations know exactly what she is reaching for. We want to scream a warning to the four men standing with their linked hands raised to the sky, but all we can do is watch. Only the black man with the sunglasses sees what's happening. He turns and starts to move, aware that she has probably beaten him, that he is probably going to be too late. No, Speedy Parker thinks. It can't end like this, it can't. â€Å"Jack, get down!† he shouts, but no one hears him over the clapping, the cheering, the wild hurrahs. The crowd seems to block him on purpose, surging back and forth in front of him no matter which way he moves. For a moment Wendell Green, still bobbing around like a man in the throes of an epileptic seizure, is in the assassin's path. Then she heaves him aside with the strength of a madwoman. Why not? She is a madwoman. â€Å"Folks † Dale's got his mouth practically on the microphone, and the P.A. horns mounted to the nearby trees whine with feedback. He's still holding up Jack's hand on his left and Beezer's on his right. There's a small, dazed smile on his face. â€Å"Thank you, folks, we sure do appreciate the support, but if you could just quiet down . . .† That's when Jack sees her. It's been a long time, years, but he recognizes her at once. He should; she spat in his face one day as he left the Los Angeles courthouse. Spat at him and called him a railroading bastard. She's lost fifty pounds since then, Jack thinks. Maybe more. Then he sees the hand in the purse, and even before it comes back out, he knows what's happening here. The worst is that he can do nothing about it. Doc and Dale have his hands in a death grip. He drags in a deep breath and shouts as he has been taught to do in just such a situation as this â€Å"Gun!† and Dale Gilbertson nods as if to say, Yes it is, it is fun. Behind her, pushing through the clapping, cheering crowd, he sees Speedy Parker, but unless Speedy's got a particularly good magic trick up his sleeve He doesn't. Speedy Parker, known in the Territories as Parkus, is just fighting his way into the aisle when the woman standing below the platform brings out her gun. It's an ugly little thing, a bulldog .32 with its handle wrapped in black kitchen tape, and Jack has just half a second to think that maybe it will blow up in her hand. â€Å"Gun!† Jack shouts again, and it's Doc Amberson who hears him and sees the snarling woman crouched just below them. â€Å"Ohfuck,† Doc says. â€Å"Wanda, no!† Jack cries. Doc has let go of his left hand (Dale has still got his right one hoisted high in the summer air) and Jack holds it out to her like a traffic cop. Wanda Kinderling's first bullet goes right through the palm, mushrooms slightly, begins to tumble, and punches into the hollow of Jack's left shoulder. Wanda speaks to him. There's too much noise for Jack to hear her, but he knows what she's saying, just the same: Here you go, you railroading son of a bitch Thorny says hello. She empties the remaining five bullets into Jack Sawyer's chest and throat. No one hears the insignificant popping sounds made by Wanda's bulldog .32, not over all that clapping and cheering, but Wendell Green has got his camera tilted up, and when the detective jerks backward, our favorite reporter's finger punches the Nikon's shutter-release button in simple reflex. It snaps off eight shots. The third is the picture, the one that will eventually become as well known as the photo of the Marines raising the flag on Iwo Jima and that of Lee Harvey Oswald clutching his belly in the parking garage of the Dallas police station. In Wendell's photo, Jack Sawyer looks calmly down toward the shooter (who is just a blur at the very bottom of the frame). The expression on his face might be one of forgiveness. Daylight is clearly visible through the hole in the palm of his outstretched hand. Droplets of blood, as red as rubies, hang frozen in the air beside his throat, which has been torn open. The cheering and the applause stop as if amputated. There is a moment of awful, uncomprehending silence. Jack Sawyer, shot twice in the lungs and once in the heart, as well as in the hand and the throat, stands where he is, gazing at the hole below his spread fingers and above his wrist. Wanda Kinderling peers up at him with her dingy teeth bared. Speedy Parker is looking at Jack with an expression of naked horror that his wraparound sunglasses cannot conceal. To his left, up on one of four media towers surrounding the platform, a young cameraman faints and falls to the ground. Then, suddenly, the freeze-frame that Wendell has captured without even knowing it bursts open and everything is in motion. Wanda Kinderling screams â€Å"See you in hell, Hollywood† several people will later verify this and then puts the muzzle of her .32 to her temple. Her look of vicious satisfaction gives way to a more typical one of dazed incomprehension when the twitch of her finger produces nothing but a dry click. The bulldog .32 is empty. A moment later she is pretty much obliterated broken neck, broken left shoulder, four broken ribs as Doc stage-dives onto her and drives her to the ground. His left shoe strikes the side of Wendell Green's head, but this time Wendell sustains no more than a bloody ear. Well, he was due to catch a break, wasn't he? On the platform, Jack Sawyer looks unbelievingly at Dale, tries to speak, and cannot. He staggers, remains upright a moment longer, then collapses. Dale's face has gone from bemused delight to utter shock and dismay in a heartbeat. He seizes the microphone and screams, â€Å"HE'S SHOT! WE NEED A DOCTOR!† The P.A. horns shriek with more feedback. No doctor comes forward. Many in the crowd panic and begin to run. The panic spreads. Beezer is down on one knee, turning Jack over. Jack looks up at him, still trying to speak. Blood pours from the corners of his mouth. â€Å"Ah fuck, it's bad, Dale, it's really bad,† Beezer cries, and then he is knocked sprawling. One wouldn't expect that the scrawny old black man who's vaulted up onto the stage could knock around a bruiser like Beezer, but this is no ordinary old man. As we well know. There is a thin but perfectly visible envelope of white light surrounding him. Beezer sees it. His eyes widen. The crowd, meanwhile, flees to the four points of the compass. Panic infects some of the ladies and gentlemen of the press, as well. Not Wen-dell Green; he holds his ground like a hero, snapping pictures until his Nikon is as empty as Wanda Kinderling's gun. He snaps the black man as he stands with Jack Sawyer in his arms; snaps Dale Gilbertson putting a hand on the black man's shoulder; snaps the black man turning and speaking to Dale. When Wendell later asks French Landing's chief of police what the old fellow said, Dale tells him he doesn't remember besides, in all that pandemonium, he could hardly make it out, anyway. All bullshit, of course, but we may be sure that if Jack Sawyer had heard Dale's response, he would have been proud. When in doubt, tell 'em you can't remember. Wendell's last picture shows Dale and Beezer watching with identical dazed expressions as the old fellow mounts the steps to the Winnebago with Jack Sawyer still in his arms. Wendell has no idea how such an old party can carry such a big man Sawyer is six-two and must go a hundred and ninety at least but he supposes it's the same sort of deal that allows a distraught mother to lift up the car or truck beneath which her kid is pinned. And it doesn't matter. It's small beans compared to what happens next. Because when a group of men led by Dale, Beez, and Doc burst into the Winnebago (Wendell is at the rear of this group), they find nothing but a single overturned chair and several splashes of Jack Sawyer's blood in the kitchenette where Jack gave his little gang their final instructions. The trail of blood leads toward the rear, where there's a foldout bed and a toilet cubicle. And there the drops and splashes simply stop. Jack and the old man who carried him in here have vanished. Doc and Beezer are babbling, almost in hysterics. They bounce between questions of where Jack might have gone to distraught recollections of the final few moments on the platform before the shooting started. They can't seem to let that go, and Dale has an idea it will be quite a while before he can let go of it himself. He realizes now that Jack saw the woman coming, that he was trying to get his hand free of Dale's so he could respond. Dale thinks it may be time to quite the chief's job after all, find some other line of work. Not right now, though. Right now he wants to get Beezer and Doc away from the Color Posse, get them calmed down. He has something to tell them that may help with that. Tom Lund and Bobby Dulac join him, and the three of them escort Beez and Doc away from the Winnebago, where Special Agent Redding and WSP Detective Black are already establishing a CIP (crime investigation perimeter). Once they're behind the platform, Dale looks into the stunned faces of the two burly bikers. â€Å"Listen to me,† Dale says. â€Å"I should have stepped in front of him,† Doc says. â€Å"I saw her coming, why didn't I step in front â€Å" â€Å"Shut up and listen!† Doc shuts up. Tom and Bobby are also listening, their eyes wide. â€Å"That black man said something to me.† â€Å"What?† Beezer asks. â€Å"He said, ? ®Let me take him there may still be a chance.' â€Å" Doc, who has treated his share of gunshot wounds, gives a forlorn little chuckle. â€Å"And you believed him?† â€Å"Not then, not exactly,† Dale says. â€Å"But when we went in there and the place was empty â€Å" â€Å"No back door, either,† Beezer adds. Doc's skepticism has faded a little. â€Å"You really think . . . ?† â€Å"I do,† Dale Gilbertson says, and wipes his eyes. â€Å"I have to hope. And you guys have to help me.† â€Å"All right,† Beezer says. â€Å"Then we will.† And we think that here we must leave them for good, standing under a blue summer sky close to the Father of Waters, standing beside a platform with blood on the boards. Soon life will catch them up again and pull them back into its furious current, but for a few moments they are together, joined in hope for our mutual friend. Let us leave them so, shall we? Let us leave them hoping. ONCE UPON A TIME IN THE TERRITORIES . . . ONCE UPON A TIME (as all the best old stories used to begin when we all lived in the forest and nobody lived anywhere else), a scarred Captain of the Outer Guards named Farren led a frightened little boy named Jack Sawyer through the Queen's Pavilion. That small boy did not see the Queen's court, however; no, he was taken through a maze of corridors behind the scenes, secret and seldom-visited places where spiders spun in the high corners and the warm drafts were heavy with the smells of cooking from the kitchen. Finally, Farren placed his hands in the boy's armpits and lifted him up. There's a panel in front of you now, he whispered do you remember? I think you were there. I think we both were, although we were younger then, weren't we? Slide it to the left. Jack did as he was bidden, and found himself peeking into the Queen's chamber; the room in which almost everyone expected her to die . . . just as Jack expected his mother to die in her room at the Alhambra Inn and Gardens in New Hampshire. It was a bright, airy room filled with bustling nurses who had assumed a busy and purposeful manner because they had no real idea of how to help their patient. The boy looked through the peephole into this room, at a woman he at first thought was his own mother somehow magically transported to this place, and we looked with him, none of us guessing that years later, grown to a man, Jack Sawyer would be lying in the same bed where he first saw his mother's Twinner. Parkus, who has brought him from French Landing to the Inner Baronies, now stands at the panel through which Jack, hoisted by Captain Farren, once looked. Beside him is Sophie of Canna, now known in the Territories as both the Young Queen and Sophie the Good. There are no nurses in the sleeping chamber today; Jack lies silent beneath a slowly turning fan. Where he is not wrapped in bandages, his skin is pale. His closed eyelids are hazed with a delicate purple bruise-blush. The rise and fall of the fine linen sheet drawn up to his chin can hardly be seen . . . but it's there. He breathes. For now, at least, he lives. Speaking quietly, Sophie says, â€Å"If he'd never touched the Talisman â€Å" â€Å"If he'd never touched the Talisman, actually held it in his arms, he would have been dead there on that platform before I could even get close to him,† Parkus says. â€Å"But of course, if not for the Talisman, he never would have been there in the first place.† â€Å"What chance has he?† She looks at him. Somewhere, in another world, Judy Marshall has already begun to subside back into her ordinary suburban life. There will be no such life for her Twinner, however hard times have come again in this part of the universe and her eyes gleam with an imperious, regal light. â€Å"Tell me the truth, sir; I would not have a lie.† â€Å"Nor would I give you one, my lady,† he tells her. â€Å"I believe that, thanks to the residual protection of the Talisman, he will recover. You'll be sitting next to him one morning or evening and his eyes will open. Not today, and probably not this week, but soon.† â€Å"And as for returning to his world? The world of his friends?† Parkus has brought her to this place because the spirit of the boy Jack was still lingers, ghostly and child-sweet. He was here before the road of trials opened ahead of him, and in some ways hardened him. He was here with his innocence still intact. What has surprised him about Jack as a grown man and touched him in a way Parkus never expected to be touched again is how much of that innocence still remained in the man the boy has become. That too is the Talisman's doing, of course. â€Å"Parkus? Your mind wanders.† â€Å"Not far, my lady; not far. You ask if he may return to his world after being mortally wounded three, perhaps even four times after being heart-pierced, in fact. I brought him here because all the magic that has touched and changed his life is stronger here; for good or ill, the Territories have been Jack Sawyer's wellspring since he was a child. And it worked. He lives. But he will wake different. He'll be like . . .† Parkus pauses, thinking hard. Sophie waits quietly beside him. Distantly, from the kitchen, comes the bellow of a cook lacing into one of the ‘prentices. â€Å"There are animals that live in the sea, breathing with gills,† Parkus says at last. â€Å"And over time's long course, some of them develop lungs. Such creatures can live both under the water and on the land. Yes?† â€Å"So I was taught as a girl,† Sophie agrees patiently. â€Å"But some of these latter creatures lose their gills and can live only on the land. Jack Sawyer is that sort of creature now, I think. You or I could dive into the water and swim beneath the surface for a little while, and he may be able to go back and visit his own world for short periods . . . in time, of course. But if either you or I were to try living beneath the water â€Å" â€Å"We'd drown.† â€Å"Indeed we would. And if Jack were to try living in his own world again, returning to his little house in Norway Valley, for instance, his wounds would return in a space of days or weeks. Perhaps in different forms his death certificate might specify heart failure, for instance but it would be Wanda Kinderling's bullet that killed him, all the same. Wanda Kinderling's heart shot.† Parkus bares his teeth. â€Å"Hateful woman! I believe the abbalah was aware of her no more than I was, but look at the damage she's caused!† Sophie ignores this. She is looking at the silent, sleeping man in the other room. â€Å"Condemned to live in such a pleasant land as this . . .† She turns to him. â€Å"It is a pleasant land, isn't it, sirrah? Still a pleasant land, in spite of all?† Parkus smiles and bows. Around his neck, a shark's tooth swings at the end of a fine gold necklace. â€Å"Indeed it is.† She nods briskly. â€Å"So living here might not be so terrible.† He says nothing. After a moment or two, her assumed briskness departs, and her shoulders sag. â€Å"I'd hate it,† she says in a small voice. â€Å"To be barred from my own world except for occasional brief visits . . . paroles . . . to have to leave at the first cough or twinge in my chest . . . I'd hate it.† Parkus shrugs. â€Å"He'll have to accept what is. Like it or not, his gills are gone. He's a creature of the Territories now. And God the Carpenter knows there's work for him over here. The business of the Tower is moving toward its climax. I believe Jack Sawyer may have a part to play in that, although I can't say for sure. In any case, when he heals, he won't want for work. He's a coppiceman, and there's always work for such.† She looks through the slit in the wall, her lovely face troubled. â€Å"You must help him, dear,† Parkus says. â€Å"I love him,† she says, speaking very low. â€Å"And he loves you. But what's coming will be difficult.† â€Å"Why must that be, Parkus? Why must life always demand so much and give so little?† He draws her into his arms and she goes willingly, her face pressed against his chest. In the dark behind the chamber in which Jack Sawyer sleeps, Parkus answers her question with a single word: Ka. Epilogue SHE SITS BY his bed on the first night of Full-Earth Moon, ten days after her conversation with Parkus in the secret passageway. Outside the pavilion, she can hear children singing â€Å"The Green Corn A-Dayo.† On her lap is a scrap of embroidery. It is summer, still summer, and the air is sweet with summer's mystery. And in this billowing room where his mother's Twinner once lay, Jack Sawyer opens his eyes. Sophie lays aside her embroidery, leans forward, and puts her lips soft against the shell of his ear. â€Å"Welcome back,† she says. â€Å"My heart, my life, and my love: welcome back.† April 14, 2001