Rousseau's Idea of Amour-Propre Essay Example | Topics and Well Written Essays - 3500 words

Rousseau's Idea of Amour-Propre - Essay Example This theoretical research on defining amour-propre would highlight on the causes and consequences of 'self-love' in the light of political philosophy. We would analyse the claim that why amour-propre has been a complex ontological process that negatively undermines community and civic harmony and why it is perceived in quest for honor to be superior to others, particularly in liberal societies. 'Amour propre' and 'amour de soi-meme' are two different works of Rousseau which differ in their nature in which they are presented and their effects and must not be perceived alike (Bertram, 2003, p. 22). Amour-propre is an evil effect of amour de soi-meme (self love) which in itself holds a natural innocence for it is close to nature and inclines every living being to be attracted towards its self-preservation. Self-love in contrast to amour-propre respects humanity and does not consider worldly or materialistic ambitions, thereby producing virtue. Amour propre is the ultimate production of society, ruled by the society, and deceived by the society which governs a set of principles to be established for acquiring the genuine source of honor. On contrary 'self-love' is close to nature, ruled by the nature and appreciated by God and is responsible for bringing the true contentment of the human being. Rousseau's innovative social ontology revolves around the ongoing competition for self-esteem which suggests various dimensions central to understand amour-propre. The first dimension presents before us the reason for social survival that is unalterable to the extent which pressurises the individuals to come together to construct lives with shared understandings and institutions. The cause for social survival has itself causes and consequences, as social existence possess meaning for others in society which in turn reveal important truths about themselves. Truth reveals about the development of self-conscious life which in turn cause the individuals to seek their own identities in the light of worldly materialism which by becoming part of a group compare themselves with other members of the society. Causes for social survival to name a few includes sharing commonalities with other members, competition for self-esteem, motivation by honor and so on. Though Rousseau succeeded in naming the categories of 'self-love' but where he failed to acknowledge the application of 'self-love' was the area of 'self-exploration'. With 'self-exploration' comes 'self-knowledge' and awareness for which Rousseau never denied that he used self-examination as a means to generate universal knowledge, however he portrayed that self-exploration is something deeply related with self-knowledge. One can consider self-knowledge to be one of the major consequence for social existence, where Rousseau often portrayed himself as unable to inspect the true source of knowledge, since when he considered that knowledge is from the self, he never meant to exactly oppose

Euthyphro & Classics of Philosophy Essay Example for Free

Euthyphro Classics of Philosophy Essay In its simplest term, the divine command theory holds that given that god exists; an act is good only because God commands it. In other words, anything that is not approved of by God cannot be considered to be good. A major problem associated with this view is raised in Euthyphro. The Euthyphro argues that the gods command things because they are good rather than that they are good because they command it. Seen from another angle, the goodness of things precedes Gods command. However, considering the polytheistic nature of the society that Socrates and Euthyphro lived in, the conception that what is good is only good because gods command it may be challenged by holing that the gods may have differences in opinion especially with regard to issues of morality. As such, what may be dear to one god may not necessarily be dear to another. As such, one action may be both pious and impious. The divine command theorists hold that the source of all moral value is the will of God (Hall et al). Whatever is willed by God is morally good or obligatory and whatever he forbids is morally evil. With this regard, murder, theft and adultery are morally wrong because, and only because they are forbidden by God. On the other hand, justice and mercy are morally good only because they are approved by God. The majority of divine command theorists hold that there is no intrinsic Good. Whatever is done and willed by God is good and whatever opposes the will of God is bad. As such, the good has its foundation and existence solely in Gods will. Indeed, it can be conceived that God can alter his mind and command murder. This is especially seen in the scriptures when he commanded Abraham to kill his son. He can also forbid acts of clemency. Simply by an act of will, God can change virtue into vice and vice into virtue. The divine command theory is first broached as a philosophical theory in Euthyphro. Euthyphro and Socrates are attempting to define holiness with Euthyphro proposing a definition that holiness is whatever is loved by the gods. According to Socrates, this definition is ambiguous in the sense that it does not offer any clear comprehension of whether something is holy simply because it is loved by the gods or whether its loved by the gods because it is already holy. By making a generalization from the case of holiness, it can be said that either something is morally good or right because God commands it to be so or that God commands it because it is morally good or right to begin with (Pojman, 2002). In other words, either moral value depends on the will of god or the will of god depends on moral value. In Euthyphro, the two options are dramatically presented. That is, either the source of value depends on the divine will or elsewhere. Both Socrates and Euthyphro agree that it lies elsewhere and therefore reject the divine command theory. They however do not explain where it rests. Platos view is right considering his god-independent Form of the Good. However, the argument in Euthyphro can be hardly applied to the Christian God. Platos argument, as taken by Leibniz and other philosophers may be seen in the following context; that â€Å"honoring ones parents is good because God has commanded it† implies the counterfactual that if God commanded other things, those other things would be good. God, by the theory, could have commanded those other things considering how powerful He is. According to the divine command theory, therefore, if God had commanded that one should dishonor his parents, then dishonoring parents would be obligatory instead of forbidden (Wilkens, 1995). This is however absurd. The divine command theory is thus committed to counterfactuals about what would have been good that are patently false. The implication is that, even though God commanded the good, this is only so because it is good and not that it is good because He commanded it. The dilemma in the question of whether what is holy is holy because the gods approve of it, or approve of it because it is holy can only be clearer if the polytheistic assumptions are eliminated and the term â€Å"holy† is replaced with â€Å"right†. If the question is restructured, it will appear as follows: does God command us to do what is right because it is right or something is right because God commands it? The question presents two possibilities. First, God’s commands can be conceived of to be right-indicating or pointing towards rightness. Second, it can be conceived of to be right-making or creating rightness. This question is whether God is viewed as a Supreme Court justice or a legislator. The justice comprehends the statutes and can therefore suggest what should be done for one to stay within the boundaries of the law. However, the law itself is independent of the justice. The legislator on the other hand does not just interpret but also creates law. Until the lawmaker legislates, the law is not in existence. The question thus is; which gives a better conception of God? Voluntarists see God as a legislator since they emphasize on His freedom, will and sovereignty. As such, God is not bounded to the dictates of some standard that He did not create. Instead, right is right because God legislates it. The declaration of God that particular actions are good is right making. This view of God as a legislator evades restricting His freedom and power. However, this may create another problem. If God is so radically free and powerful, could he create a world in which torture is good? If His saying so makes it right and there are no limitations on God, could he decide that rape is virtuous? Affirming this option is frightening since there is a natural inclination to believe that a command that we ought to rape would be morally repugnant, even if it emanated from God (Ross Stratton-Lake 2002). However, there is need to notice its implication. It assumes a standard of goodness that is independent of God. Otherwise we would not have at our disposal anything by which to measure the commands of God. With this regard, a conclusion can be derived that the gods approve of holy (right or goodness) because it is holy (right or good). Holiness is an objective feature of the world and as such, the moral order is just as a fundamental nature of the universe as the spatial or numeric structure of the universe. Our moral attitudes do not make actions good or right. Rather, they are responses to rightness or goodness. What makes our belief that something is good is the property or objective characteristic of being good that it possess. If one defines holiness as meaning what is approved by the gods, one is putting forward a naturalistic definition. If one however defines it as such that it ought to be desired, one is putting forward a non-naturalistic definition. However, both the definitions show that what is good is intrinsic as opposed to what the divine command theorists attempt to postulate. Holiness, goodness or rightness refer to a property or a quality of something and thus, this quality or property cannot be decided by the goods but rather exist independently of the will of the gods. However, there comes a challenge when they refer to a relational property rather than the intrinsic property of the things of which it is predicated. This is the major challenge not only to the divine command theorists but also to Euthyphro. References Plato, Euthyphro Pojman, L. (2002). Classics of Philosophy. Oxford University Press Ross, W. Stratton-Lake, P. (2002). The Right and the Good. Oxford University Press Wilkens, S. (1995). Beyond bumper sticker ethics: an introduction to theories of right wrong. InterVarsity Press

Bluest Eye :: Essays Papers

Bluest Eye Pecola, an eleven-year-old black girl, is the protagonist of The Bluest Eye. Her family lives in grinding poverty in Lorain, Ohio. By 1941, her parents' marriage had turned bitter and violent. Cholly, her father, is an alcoholic and Pauline, her mother, prefers to retreat into the fantasy world of the movie theater. Surrounded by a culture that equates beauty with whiteness, Pecola becomes convinced that she is ugly because she has African features and dark skin. She prays to God every day for blue eyes, thinking that her family would suddenly become stable and loving if she were beautiful. The Bluest Eye, Toni Morrison’s first novel, examines racism, sexuality, and growing up in a hostile world. The novel focuses on three young girls: Pecola Breedlove and Claudia and Frieda McTeer. Claudia serves as the narrator of the book and summarizes the plot: Pecola was raped by her father, became pregnant with a child that died, and went insane. Cholly Breedlove is Pecola’s alcoholic father that spends time in jail, works on a chain gang, and kills three white men before meeting Pauline in Kentucky. Pauline Breedlove is Pecola's mother. A lonely woman, she is unable to face the pressures of the world; she often retreats to the fantasy world of the Movie Theater. She firmly subscribes to the notion that Caucasian features are the standard of beauty. Furthermore Pecola's parents, Cholly and Pauline, send their daughter to live with the McTeers because their own home has been destroyed in a fire Cholly started. Claudia and Frieda MacTeer are two poor young black girls from Lorain, Ohio. Claudia narrates parts of The Bluest Eye. Life is hard for the sisters, but their stern yet loving parents protects them. After Cholly burns down his family's house, Pecola comes to stay with the MacTeers. Frieda and Claudia quickly befriend her. Claudia resists the white ideal of beauty that entrances Pecola. The two sisters are loyal to Pecola, defending her against the taunts of their classmates and truly pitying her after the rape. They try to save Pecola's baby by planting the marigold seeds they had been selling to earn a new bicycle, but the flowers never bloom and Pecola's baby dies after being born prematurely. Bluest Eye :: Essays Papers Bluest Eye Pecola, an eleven-year-old black girl, is the protagonist of The Bluest Eye. Her family lives in grinding poverty in Lorain, Ohio. By 1941, her parents' marriage had turned bitter and violent. Cholly, her father, is an alcoholic and Pauline, her mother, prefers to retreat into the fantasy world of the movie theater. Surrounded by a culture that equates beauty with whiteness, Pecola becomes convinced that she is ugly because she has African features and dark skin. She prays to God every day for blue eyes, thinking that her family would suddenly become stable and loving if she were beautiful. The Bluest Eye, Toni Morrison’s first novel, examines racism, sexuality, and growing up in a hostile world. The novel focuses on three young girls: Pecola Breedlove and Claudia and Frieda McTeer. Claudia serves as the narrator of the book and summarizes the plot: Pecola was raped by her father, became pregnant with a child that died, and went insane. Cholly Breedlove is Pecola’s alcoholic father that spends time in jail, works on a chain gang, and kills three white men before meeting Pauline in Kentucky. Pauline Breedlove is Pecola's mother. A lonely woman, she is unable to face the pressures of the world; she often retreats to the fantasy world of the Movie Theater. She firmly subscribes to the notion that Caucasian features are the standard of beauty. Furthermore Pecola's parents, Cholly and Pauline, send their daughter to live with the McTeers because their own home has been destroyed in a fire Cholly started. Claudia and Frieda MacTeer are two poor young black girls from Lorain, Ohio. Claudia narrates parts of The Bluest Eye. Life is hard for the sisters, but their stern yet loving parents protects them. After Cholly burns down his family's house, Pecola comes to stay with the MacTeers. Frieda and Claudia quickly befriend her. Claudia resists the white ideal of beauty that entrances Pecola. The two sisters are loyal to Pecola, defending her against the taunts of their classmates and truly pitying her after the rape. They try to save Pecola's baby by planting the marigold seeds they had been selling to earn a new bicycle, but the flowers never bloom and Pecola's baby dies after being born prematurely.

Comparing Anxiety and Drug Use in Dr. Jekyll and Mr. Hyde and The Sign

Anxiety and Drug Use in Dr. Jekyll and Mr. Hyde and The Sign of the Four The life experiences and writings of the Victorians are peppered with anxiety.   External influences such as sweeping change or fear of change can produce unease, as seen in the their anxious attitude toward Darwinism and colonialization, which greatly influenced the political, spiritual, and psychological landscape of nineteenth century England.   However, for Sir Arthur Conan Doyle's Sherlock Holmes and Robert Louis Stevenson's Dr. Jekyll, anxiety springs from an internal source: the human mind and its many urges.   For Jekyll, the anxiety is fueled by a desire to set free his evil urges; for Holmes, the catalyst is his proclaimed "boredom" with everyday life.   Jekyll and Holmes struggle with their separate anxieties and reach similar solutions.   Both the doctor and the detective choose a drug to alleviate their anxiety.   The unsuccessful outcomes that these chosen drugs produce speaks to the Victorian notion that anxiety could not be conquered.   The people who li ved and died under Queen Victoria not only dealt with anxiety in their own lives, but also fortified their literature with it.   Doyle's The Sign of Four and Stevenson's The Strange Case of Dr. Jekyll and Mr. Hyde explore two distinct anxieties and the consequences of using drugs to alleviate them. For both Holmes and Jekyll, an internal anxiety plagues their actions and thoughts.   An aversion to "boredom" troubles Holmes, while Jekyll struggles to come to terms with "man's dual nature" (Stevenson, 42).   Holmes defends his drug use by declaring: My mind... rebels at stagnation. Give me problems, give me work, give me the most abstruse cryptogram, or the most intricate analysis, and I am... ...fer from constitute an inability to deal with internal factors, while the Victorians suffered from an inability to deal with external factors.   For Victorians, anxiety over entertaining the impossible stemmed from Darwinism and colonialization, which was the catalyst for the dreaded fear of the "other."   If Holmes and Jekyll turned to drugs in the face of anxiety, what did the Victorians turn to?   Perhaps the rampant use of laudanum and opium was an attempt at easing the anxieties of a nervous culture.   One could turn to science, religion, or technology for comfort, but most likely these areas would simply cause more anxiety.   No matter what the answer is, it is clear that the anxiety of the Victorians carried over into their literature.   Without this cultural trait the world may never have been introduced to the insane Dr. Jekyll or the brooding Sherlock Holmes.

Under Armour

AU has been able o increase its North American brand awareness by showing the advantages of its differentiated product which has improved athletes' comfort and performance. In order to compete in the global markets against Nikkei and Ideas LILA should consider the following four alternatives: mergers or acquisitions, establishment of foreign subsidiaries, joint ventures, or a continuation of the North American strategy to be used in the international markets.The decision criteria used in evaluating each option looked primarily at how to increase CIA brand awareness and market share, the financial strain on ALGA sources, protection of CIA patents and intellectual property, and the level of control maintained by CIA It is recommended that AU pursue appropriate mergers or acquisitions that will increase its resources and competencies internationally and enable AU to more quickly build its market presence. Aqua's big competitors have been selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition.Since CIA won't have the first-to-market advantage they had in the US Market they need to carefully find complementary companies that can assist in both brand cognition and in core understanding of the global markets. Significant resources will be required initially, but it is expected that this investment will be paid back within 3 to 4 years. If this alternative proves unsuccessful AU should consider a joint venture or alliance which shifts some of the risk on to those other participants.For the full recommendation and action plan please refer to pages 12 to 13. Table of Contents Executive Summary 2 Identification 4 Backgrounds Problem Statement (Scope of Report) 4 Current Strategy 4 Analysis and Evaluation 5 External Analysis Macro-Environments Five Forces Analysis 6 Strategic Group Map 7 Key Success Factors Internal Analysis 9 SOTTO If uncial 9 Alternatives 10 1. Merger and Acquisition s 10 2. Foreign Subsidiaries (Greenfield Venture) 10 3. Joint Ventures and Alliances 11 4.Status Quo – Utilize the IIS Strategy Internationally 11 Decision Criteria 12 Recommendation 12 Action Plan 13 Contingency Plan 13 Appendix A 14 Appendix B 15 Bibliography 16 Identification Background Under Armor (AU), formerly known as KIP Sports, was founded in 1 996 by former University of Maryland football player Kevin Plank. KIP Sports was the originator Of performance apparel engineered with supreme moisture management to keep athletes cool, dry, and light throughout the course of a game, practice, or workout. The company's operations started out of the basement of Kevin Plank's grandmother's house.Shortly after founding KIP Sports, Kevin recruited one of his acquaintances from Maryland University to join the company as a partner. Kip Bulks, the gentlemen brought on as partner utilized his excellent credit rating to open 17 different credit card accounts to fund the cash flow requi rements of KIP Sports. By 1 998 the company's revenues had Increased efficiently enough for KIP Sports to acquire a $250,000 small business loan. The company was ever growing with a broader product line and consumer segments and from time to time it would take out additional loans needed to fund their working capital requirements.It was not until 1999 that Kevin recruited another acquaintance, a gentleman by the name of Ryan Wood from high school, to join the company as Vice President of Sales. In 2005, KIP Sports changed their name to under Armor and went public. This initial offering generated net proceeds of approximately $114. 9 million, from the 9. Million Class A Common stock issued. Problem Statement (Scope of Report) Although AU has done well in the present US market, carving out a sizeable market share, it is unknown how their current strategy will be able to compete with fierce rivals like Nikkei and Ideas on a global frontier.Their big competitors have been able to start selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition, so CIA will no longer have the first-to-market advantage that they had in the US Market. If AU hopes to be successful in the lobar market, they will need to analyze their current strategy while exploring other possibilities to make an informed decision on how best to proceed.Current Strategy The company's principal business activities in 2012 were the development, marketing and distribution of branded performance apparel, footwear, and accessories for men, women, and youths. 90% of its sales were from North American, though international sales were growing. AU uses a broad differentiation strategy as its corporate strategy. It has developed its own patented fabrics to create a differentiated product that its customers are ailing to pay a premium for.Its growth strategy includes broadening its product lines, targeting additional consumer seg ments, increasing distribution, expanding internationally, and growing brand awareness. Aqua's business strategies include how it will compete in each of its product line offerings of apparel, footwear, and accessories for men, women, and youths. Its strategy is to offer a variety of styles and price levels for its customers that will improve comfort, performance, and mobility no matter what weather condition exists. For its apparel it has designed three lines of gear designed o work in various temperatures (Heather, Coolidge, and Legionnaires).Its footwear is designed to be light, breathable, and high performing. Its line of accessories (such as gloves, header and bags) has similar differentiated performance features as Aqua's other products. Aqua's main functional strategies include its marketing brand management and promotion strategies as well as its product design and development strategies. CIA has an extremely large marketing budget (close to 1 68 million in 2011 ) which incl udes athlete endorsements, sponsorship of sporting events and advertising costs.It utilizes an in-house promotion and marketing department whose focus is to increase demand and build brand awareness. Aqua's main retail marketing strategy is to obtain as much CIA exclusive floor space as possible in each Of its major retail stores. Aqua's product design and development strategy is to continually upgrade its products and to use â€Å"visible technology†Ã¢â‚¬Ëœ (Thompson, p C-51) to market the benefits of Aqua's products. There is a high degree of collaboration between the sales, product development, and sports marketing teams in identifying opportunities and markets.Aqua's key operating strategies include its distribution strategies and its sourcing, manufacturing and quality control strategies. Its distribution strategies included wholesale distribution (70%), direct-to-consumer sales (27%), and product licensing (3%). AU has two distribution facilities in Maryland, though it expects to add another facility overseas in the future. Many of Aqua's technically advanced fabrics were developed by third parties. These fabrics are available from a small number of sources. In 2011 CIA had 23 main manufacturers which operated in 16 countries.All manufacturers ad to follow stringent quality control processes and had to adhere to a code of conduct with respect to quality, working conditions and social concerns. Analysis and Evaluation External Analysis Macro-Environment The macro-environment is positive for the sports apparel industry without many restrictive influences in the political or regulatory realm. The most strategically relevant factors of the PESTLE analysis (political factors, economic conditions, socio-cultural forces, technological factors, environment forces, and legal/regulatory Factors) include the socio-cultural forces and technological factors as noted below:Socio-cultural Forces Recreational and professional sports are both very popular in North America and throughout the world. With an emphasis on active and healthy living in addition to the â€Å"life skills† learned in playing on sports teams schools and athletic associations offer many sports opportunities for all ages. Professional sports are a multi-billion dollar industry with athletes and coaches making very large salaries. Although there may be aging demographics in some areas of the world enthusiasm for sports remains high.Technological Factors Technology has only continued to improve as sports apparel companies onetime to refine and develop the relatively newly available â€Å"technologically advanced fabrics and specialized manufacturing techniques† (Thompson, p C-43) in an effort to create a more comfortable, drier experience for the athlete. Great strides continue to be made with these products. Five Forces Analysis Competition from Rival Sellers (Strong): Competition among rival sellers is intense. There are approximately 25 brand-name competit ors in the market for sports apparel, athletic footwear and related accessories in which (AU competes.Aqua's major competitors in its sports performance apparel and athletic footwear include Nikkei, Inc. ND the Ideas Group, both highly successful brand-name global companies. AU competes with other top name brands, such as Columbia, Spryer, and North Face in its performance Skewer products. Nikkei is the clear market leader with approximately 17% of the footwear market share and 4. 4% of the sports apparel market share. Customer Bargaining Power (Strong): Since approximately 70% of AU sales are from retailers, the retailers do have Strong bargaining power. 5% of all retail sales are to large retail chains who also sell Aqua's competitor products. They have the discretion as to whether to allocate a certain level of floor space exclusively to CIA or not. Although there is some differentiation in products between competitors many of the products are fairly standardized, increasing cust omer bargaining power. The cost of switching to competitor brands is likely fairly low as all competitors will be fighting for key retail space. Supplier Bargaining Power (Moderate): CIA specialty fabrics and other raw materials come from a relatively small number of sources.In 2011 , a little more than half of the fabrics used came from six suppliers in several different countries. With only six suppliers for such a large volume the suppliers do have some leverage in increasing their prices. It seems that it may be difficult for LILA to find alternative suppliers, though these suppliers must also depend on the revenues from CIA As such, they will not want to price themselves out of the market and they will want to see CIA succeed. Competition from Potential New Entrants (Weak): Given the strength and number of large brand name competitors already in the industry the threat of new entrants is relatively weak.The Ideas Group has several well-known brands within its company, such as R ebook, Rocket, ND Ideas. Nikkei and CIA are also well-known brands. All of these companies participate heavily in sponsoring sporting events and invest significantly in athlete endorsements. As a result, there are high degrees of customer loyalty, making it difficult for new entrants. These large companies also have well-established networks of distributors. All of these things as well as the capital investment requirements limit the potential of new entrants to the industry.Competition from Producers of Substitute Products (Weak): Although it is unlikely that there are significant substitute products in existence, CIA and its success shows that it is possible for a creative company to enter the industry with some sort of product which would be more appealing. Additionally, both Nikkei and Ideas spend significant amounts of money on research and development. It is possible that one of these competitors will be able to develop a next generation substitute product. Us Mary Overall, th e industry competitive forces are moderate to strong.The competition among rival sellers is quite intense and the retail buyers have significant power in working with all of these sellers. Brand image and loyalty re important in this industry. Nikkei is a well-established company and the clear market leader, but the Ideas Group is also a global leader. CIA has done very well at establishing a solid market share in its sports apparel and training/fitness clothing. Strong profitability is evident in this industry as can be seen in the net profit margins among Nikkei, the Ideas Group, and Under Armor.Strategic Group Map Key Success Factors Performance and Reliability – To remain competitive in this industry, CIA products must meet or exceed customer expectations for high performance and reliability. CIA was founded on creating clothing that was cooler, drier, and more comfortable for its athletes. AU must continue producing high quality items which can be counted on. This includ es utilizing high quality standards. New Product Development -? In this competitive environment it is important that AU invest sufficient funds into research and development so that it can gain improvements in its fabrics and its products.Additionally, CIA must keep a sufficient number and styles of products available to be able to meet various consumer segments, such as it has done with Heather, Coolidge, and Legionnaires. CIA will need to re-examine its product line and its inventory management systems to ensure it is able to better meet customer needs without high levels of excess inventory. Pricing – Due to the number of brand name competitors in the industry with similar products an appropriate pricing strategy is crucial to Aqua's success. CIA will have to remain vigilant in watching competitor prices and discounts given.Brand and Product Image – Each competitor in this industry will need to continually work on communicating and maintaining its overall brand imag e that is consistent with its mission and vision. Additionally, certain key products should have high visibility in terms of the image they represent. Loyalty from customers will be driven in part by these branding images. Customer Support and Services – In part a company is only as strong as it is perceived to be by its customers. Aqua's retailers and its direct sale customers must be treated fairly and be given adequate support when purchasing AU products.Retailers (representing 70% of sales in 2011) will be driven to work with La's competitors if customer support and service is lacking. If Under Armor is able to successfully manage each of these key success actors which matter to its customers it should have continued competitive success for the long-term. Conclusion The external environment is conducive to successful results and profitability for the current competitors in the sports apparel industry. Although CIA is competing against some large global rivals it has been able to gain substantial market share from 0. 6 percent in 2003 to almost 2. 8 percent in 2011.This is compared with 7. 0% market share for Nikkei and 5. 4% market share for Ideas. AU should be able to remain competitive and earn reasonable profits as long s management remains attentive and pro-active With any changes in the environment. Internal Analysis SOOT under Armor has a variety of strengths which allows them to compete in the highly competitive sports apparel industry. Over the years, the business has focused on building an authentic brand with high quality apparel that has allowed them to gain significant market share from their competitors. Below you will find an analysis of their internal and external environments.Strengths Built an incredibly powerful and authentic brand in a relatively short time Became the official footwear supplier of major league baseball Uses superior scenically advanced fabrics Weaknesses International presence is very low Limited number of distrib utors to ship their products Insufficient tools in place to manage inventory efficiently and accurately Opportunities Ability to broaden Aqua's product offerings for wear in a variety of recreational activities and sports Athletic wear, a category historically dominated by men, is seeing significant growth with females Gender equality continues to grow in other parts of the world The reads Highly competitive market Competitors have a well established footprint in international markets Materials used in AU products are petroleum-based synthesis and therefore subject to crude oil price fluctuation If uncial Under Armor financial shows both positive and negatives (see Appendix A for the full financial details). The profitability ratios are in good standing and are relatively stable over the 5 year period 2006-201 1.The gross profit ratio indicates that CIA has enough revenues to cover operating expenses and leave the company with a profit. The net profit margin shows that their after t ax profits per dollar of sale decreased from 9. 05% in 2006 to 6. 58% in 2011. That is a drop of 2. 47%. The return on total assets and return on shareholder's equity have both decreased from 2006-201 1. A return of 12-15% range is average and Under Armor is at 15. 23% as of 201 1 which is within the range. Liquidity analysis shows that the working capital has improved over the years. As of 2011, the company has $506,056 of internal funds to cover its current liabilities. That is $332,667 more that in 2006 showing a big improvement The leverage ratios show the negative side of Under Armor.The debt to asset ratio has been increasing from 2% in 2006 to 8% in 201 1. This means hat 8% of borrowed funds have been used to finance assets. Also the debt to equity ratio has increased from 3% to 12%. This signifies lower creditworthiness, potential excessive debt and a weaker balance sheet. On the other hand, in order for a business to continue growing and compete with the industry taking on additional loans is a requirement. Even though it appears that CIA has the capability to pay off the debts these ratios should be watched carefully to ensure that covenants are not broken. The activity ratios show that AU inventory management efficiency has decreased over the years. Under Armour AU has been able o increase its North American brand awareness by showing the advantages of its differentiated product which has improved athletes' comfort and performance. In order to compete in the global markets against Nikkei and Ideas LILA should consider the following four alternatives: mergers or acquisitions, establishment of foreign subsidiaries, joint ventures, or a continuation of the North American strategy to be used in the international markets.The decision criteria used in evaluating each option looked primarily at how to increase CIA brand awareness and market share, the financial strain on ALGA sources, protection of CIA patents and intellectual property, and the level of control maintained by CIA It is recommended that AU pursue appropriate mergers or acquisitions that will increase its resources and competencies internationally and enable AU to more quickly build its market presence. Aqua's big competitors have been selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition.Since CIA won't have the first-to-market advantage they had in the US Market they need to carefully find complementary companies that can assist in both brand cognition and in core understanding of the global markets. Significant resources will be required initially, but it is expected that this investment will be paid back within 3 to 4 years. If this alternative proves unsuccessful AU should consider a joint venture or alliance which shifts some of the risk on to those other participants.For the full recommendation and action plan please refer to pages 12 to 13. Table of Contents Executive Summary 2 Identification 4 Backgrounds Problem Statement (Scope of Report) 4 Current Strategy 4 Analysis and Evaluation 5 External Analysis Macro-Environments Five Forces Analysis 6 Strategic Group Map 7 Key Success Factors Internal Analysis 9 SOTTO If uncial 9 Alternatives 10 1. Merger and Acquisition s 10 2. Foreign Subsidiaries (Greenfield Venture) 10 3. Joint Ventures and Alliances 11 4.Status Quo – Utilize the IIS Strategy Internationally 11 Decision Criteria 12 Recommendation 12 Action Plan 13 Contingency Plan 13 Appendix A 14 Appendix B 15 Bibliography 16 Identification Background Under Armor (AU), formerly known as KIP Sports, was founded in 1 996 by former University of Maryland football player Kevin Plank. KIP Sports was the originator Of performance apparel engineered with supreme moisture management to keep athletes cool, dry, and light throughout the course of a game, practice, or workout. The company's operations started out of the basement of Kevin Plank's grandmother's house.Shortly after founding KIP Sports, Kevin recruited one of his acquaintances from Maryland University to join the company as a partner. Kip Bulks, the gentlemen brought on as partner utilized his excellent credit rating to open 17 different credit card accounts to fund the cash flow requi rements of KIP Sports. By 1 998 the company's revenues had Increased efficiently enough for KIP Sports to acquire a $250,000 small business loan. The company was ever growing with a broader product line and consumer segments and from time to time it would take out additional loans needed to fund their working capital requirements.It was not until 1999 that Kevin recruited another acquaintance, a gentleman by the name of Ryan Wood from high school, to join the company as Vice President of Sales. In 2005, KIP Sports changed their name to under Armor and went public. This initial offering generated net proceeds of approximately $114. 9 million, from the 9. Million Class A Common stock issued. Problem Statement (Scope of Report) Although AU has done well in the present US market, carving out a sizeable market share, it is unknown how their current strategy will be able to compete with fierce rivals like Nikkei and Ideas on a global frontier.Their big competitors have been able to start selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition, so CIA will no longer have the first-to-market advantage that they had in the US Market. If AU hopes to be successful in the lobar market, they will need to analyze their current strategy while exploring other possibilities to make an informed decision on how best to proceed.Current Strategy The company's principal business activities in 2012 were the development, marketing and distribution of branded performance apparel, footwear, and accessories for men, women, and youths. 90% of its sales were from North American, though international sales were growing. AU uses a broad differentiation strategy as its corporate strategy. It has developed its own patented fabrics to create a differentiated product that its customers are ailing to pay a premium for.Its growth strategy includes broadening its product lines, targeting additional consumer seg ments, increasing distribution, expanding internationally, and growing brand awareness. Aqua's business strategies include how it will compete in each of its product line offerings of apparel, footwear, and accessories for men, women, and youths. Its strategy is to offer a variety of styles and price levels for its customers that will improve comfort, performance, and mobility no matter what weather condition exists. For its apparel it has designed three lines of gear designed o work in various temperatures (Heather, Coolidge, and Legionnaires).Its footwear is designed to be light, breathable, and high performing. Its line of accessories (such as gloves, header and bags) has similar differentiated performance features as Aqua's other products. Aqua's main functional strategies include its marketing brand management and promotion strategies as well as its product design and development strategies. CIA has an extremely large marketing budget (close to 1 68 million in 2011 ) which incl udes athlete endorsements, sponsorship of sporting events and advertising costs.It utilizes an in-house promotion and marketing department whose focus is to increase demand and build brand awareness. Aqua's main retail marketing strategy is to obtain as much CIA exclusive floor space as possible in each Of its major retail stores. Aqua's product design and development strategy is to continually upgrade its products and to use â€Å"visible technology†Ã¢â‚¬Ëœ (Thompson, p C-51) to market the benefits of Aqua's products. There is a high degree of collaboration between the sales, product development, and sports marketing teams in identifying opportunities and markets.Aqua's key operating strategies include its distribution strategies and its sourcing, manufacturing and quality control strategies. Its distribution strategies included wholesale distribution (70%), direct-to-consumer sales (27%), and product licensing (3%). AU has two distribution facilities in Maryland, though it expects to add another facility overseas in the future. Many of Aqua's technically advanced fabrics were developed by third parties. These fabrics are available from a small number of sources. In 2011 CIA had 23 main manufacturers which operated in 16 countries.All manufacturers ad to follow stringent quality control processes and had to adhere to a code of conduct with respect to quality, working conditions and social concerns. Analysis and Evaluation External Analysis Macro-Environment The macro-environment is positive for the sports apparel industry without many restrictive influences in the political or regulatory realm. The most strategically relevant factors of the PESTLE analysis (political factors, economic conditions, socio-cultural forces, technological factors, environment forces, and legal/regulatory Factors) include the socio-cultural forces and technological factors as noted below:Socio-cultural Forces Recreational and professional sports are both very popular in North America and throughout the world. With an emphasis on active and healthy living in addition to the â€Å"life skills† learned in playing on sports teams schools and athletic associations offer many sports opportunities for all ages. Professional sports are a multi-billion dollar industry with athletes and coaches making very large salaries. Although there may be aging demographics in some areas of the world enthusiasm for sports remains high.Technological Factors Technology has only continued to improve as sports apparel companies onetime to refine and develop the relatively newly available â€Å"technologically advanced fabrics and specialized manufacturing techniques† (Thompson, p C-43) in an effort to create a more comfortable, drier experience for the athlete. Great strides continue to be made with these products. Five Forces Analysis Competition from Rival Sellers (Strong): Competition among rival sellers is intense. There are approximately 25 brand-name competit ors in the market for sports apparel, athletic footwear and related accessories in which (AU competes.Aqua's major competitors in its sports performance apparel and athletic footwear include Nikkei, Inc. ND the Ideas Group, both highly successful brand-name global companies. AU competes with other top name brands, such as Columbia, Spryer, and North Face in its performance Skewer products. Nikkei is the clear market leader with approximately 17% of the footwear market share and 4. 4% of the sports apparel market share. Customer Bargaining Power (Strong): Since approximately 70% of AU sales are from retailers, the retailers do have Strong bargaining power. 5% of all retail sales are to large retail chains who also sell Aqua's competitor products. They have the discretion as to whether to allocate a certain level of floor space exclusively to CIA or not. Although there is some differentiation in products between competitors many of the products are fairly standardized, increasing cust omer bargaining power. The cost of switching to competitor brands is likely fairly low as all competitors will be fighting for key retail space. Supplier Bargaining Power (Moderate): CIA specialty fabrics and other raw materials come from a relatively small number of sources.In 2011 , a little more than half of the fabrics used came from six suppliers in several different countries. With only six suppliers for such a large volume the suppliers do have some leverage in increasing their prices. It seems that it may be difficult for LILA to find alternative suppliers, though these suppliers must also depend on the revenues from CIA As such, they will not want to price themselves out of the market and they will want to see CIA succeed. Competition from Potential New Entrants (Weak): Given the strength and number of large brand name competitors already in the industry the threat of new entrants is relatively weak.The Ideas Group has several well-known brands within its company, such as R ebook, Rocket, ND Ideas. Nikkei and CIA are also well-known brands. All of these companies participate heavily in sponsoring sporting events and invest significantly in athlete endorsements. As a result, there are high degrees of customer loyalty, making it difficult for new entrants. These large companies also have well-established networks of distributors. All of these things as well as the capital investment requirements limit the potential of new entrants to the industry.Competition from Producers of Substitute Products (Weak): Although it is unlikely that there are significant substitute products in existence, CIA and its success shows that it is possible for a creative company to enter the industry with some sort of product which would be more appealing. Additionally, both Nikkei and Ideas spend significant amounts of money on research and development. It is possible that one of these competitors will be able to develop a next generation substitute product. Us Mary Overall, th e industry competitive forces are moderate to strong.The competition among rival sellers is quite intense and the retail buyers have significant power in working with all of these sellers. Brand image and loyalty re important in this industry. Nikkei is a well-established company and the clear market leader, but the Ideas Group is also a global leader. CIA has done very well at establishing a solid market share in its sports apparel and training/fitness clothing. Strong profitability is evident in this industry as can be seen in the net profit margins among Nikkei, the Ideas Group, and Under Armor.Strategic Group Map Key Success Factors Performance and Reliability – To remain competitive in this industry, CIA products must meet or exceed customer expectations for high performance and reliability. CIA was founded on creating clothing that was cooler, drier, and more comfortable for its athletes. AU must continue producing high quality items which can be counted on. This includ es utilizing high quality standards. New Product Development -? In this competitive environment it is important that AU invest sufficient funds into research and development so that it can gain improvements in its fabrics and its products.Additionally, CIA must keep a sufficient number and styles of products available to be able to meet various consumer segments, such as it has done with Heather, Coolidge, and Legionnaires. CIA will need to re-examine its product line and its inventory management systems to ensure it is able to better meet customer needs without high levels of excess inventory. Pricing – Due to the number of brand name competitors in the industry with similar products an appropriate pricing strategy is crucial to Aqua's success. CIA will have to remain vigilant in watching competitor prices and discounts given.Brand and Product Image – Each competitor in this industry will need to continually work on communicating and maintaining its overall brand imag e that is consistent with its mission and vision. Additionally, certain key products should have high visibility in terms of the image they represent. Loyalty from customers will be driven in part by these branding images. Customer Support and Services – In part a company is only as strong as it is perceived to be by its customers. Aqua's retailers and its direct sale customers must be treated fairly and be given adequate support when purchasing AU products.Retailers (representing 70% of sales in 2011) will be driven to work with La's competitors if customer support and service is lacking. If Under Armor is able to successfully manage each of these key success actors which matter to its customers it should have continued competitive success for the long-term. Conclusion The external environment is conducive to successful results and profitability for the current competitors in the sports apparel industry. Although CIA is competing against some large global rivals it has been able to gain substantial market share from 0. 6 percent in 2003 to almost 2. 8 percent in 2011.This is compared with 7. 0% market share for Nikkei and 5. 4% market share for Ideas. AU should be able to remain competitive and earn reasonable profits as long s management remains attentive and pro-active With any changes in the environment. Internal Analysis SOOT under Armor has a variety of strengths which allows them to compete in the highly competitive sports apparel industry. Over the years, the business has focused on building an authentic brand with high quality apparel that has allowed them to gain significant market share from their competitors. Below you will find an analysis of their internal and external environments.Strengths Built an incredibly powerful and authentic brand in a relatively short time Became the official footwear supplier of major league baseball Uses superior scenically advanced fabrics Weaknesses International presence is very low Limited number of distrib utors to ship their products Insufficient tools in place to manage inventory efficiently and accurately Opportunities Ability to broaden Aqua's product offerings for wear in a variety of recreational activities and sports Athletic wear, a category historically dominated by men, is seeing significant growth with females Gender equality continues to grow in other parts of the world The reads Highly competitive market Competitors have a well established footprint in international markets Materials used in AU products are petroleum-based synthesis and therefore subject to crude oil price fluctuation If uncial Under Armor financial shows both positive and negatives (see Appendix A for the full financial details). The profitability ratios are in good standing and are relatively stable over the 5 year period 2006-201 1.The gross profit ratio indicates that CIA has enough revenues to cover operating expenses and leave the company with a profit. The net profit margin shows that their after t ax profits per dollar of sale decreased from 9. 05% in 2006 to 6. 58% in 2011. That is a drop of 2. 47%. The return on total assets and return on shareholder's equity have both decreased from 2006-201 1. A return of 12-15% range is average and Under Armor is at 15. 23% as of 201 1 which is within the range. Liquidity analysis shows that the working capital has improved over the years. As of 2011, the company has $506,056 of internal funds to cover its current liabilities. That is $332,667 more that in 2006 showing a big improvement The leverage ratios show the negative side of Under Armor.The debt to asset ratio has been increasing from 2% in 2006 to 8% in 201 1. This means hat 8% of borrowed funds have been used to finance assets. Also the debt to equity ratio has increased from 3% to 12%. This signifies lower creditworthiness, potential excessive debt and a weaker balance sheet. On the other hand, in order for a business to continue growing and compete with the industry taking on additional loans is a requirement. Even though it appears that CIA has the capability to pay off the debts these ratios should be watched carefully to ensure that covenants are not broken. The activity ratios show that AU inventory management efficiency has decreased over the years.

Implicit Association Test Essays

Implicit Association Test Essays Implicit Association Test Essay Implicit Association Test Essay Point: Implicit Association Test By: Jessica Dodd Jessica Dodd December 27, 2010 ETH/ 125 The results for my IAT were: (1) 35% strong automatic preference for young people compared to old people, (2) 29 % moderate automatic preference for young people compared to old people, (3) 16% slight automatic preference for young people compared to old people, (4) little to no automatic preference between young and old people, (5) 4% slight automatic preference for old people compared to young people, (6) 2% moderate automatic preference for old people compared to young people, and (7) 0. % strong automatic preference for old people compared to young people. My data suggests that I prefer young people for old people in general. I have to agree to my results because I am prejudice against those who are old in terms of a resource for information. In this world we live in, it is the young teaching the old about the new world. Technology advances and everything that surrounds have propelled young people to be much more successful and the new thinking has increased the standard of living. I do not believe it is difficult to measure a person’s prejudice, this test though rather boring, proved my prejudice for preferring young people over the old. I still think there are old people who contribute however it is the young who will continue to influence the world and take society into new places. Sociologists probably use similar tests like this and another test they might take are surveys which contain statements that might suggest prejudice.

Americas Youth and TOdays Violence essays

Americas Youth and TOdays Violence essays Americas Youth and Todays Violence The media believes every child is capable of what happened at Columbine. Therefore, when a person picks up a paper or turns to his or her favorite news channel, all they learn about is how schools are enforcing new rules and regulations to control violence. People hear about the media blaming everything as a part of todays violence in schools. The media blames different groups of people, as a part of todays violence in the schools. The incident at Columbine was a freak act of violence, and there are hardly any children that would have anything to do with violence of this nature. The media thinks there may be someone to blame for why kids turn to violence. They blame TV, movies, music, and even athletes. The media could blame parents. The media blames high school athletes for the violence in schools. For many youth, their role models are athletes, but for others, athletes are their worst nightmares. In my high school, athletics was everything. Many of the athletes would pick on the little guys or under class men. The athletes at my school were bullies, but to my knowledge no one wanted to come in and shoot an athlete. How many students go into schools and just start shooting and being violent. Most students of today do not promote that type of violence. In fact, many athletes of all levels inspire youth to do better in school, to work as a team, and to try harder to give their all. Some examples of professional athletes that inspire youth are Tiger Woods, Michael Jordan, Peyton Manning, and Chamique Holdsclaw. They all encourage youth to do their best. And since Athletes encourage positive actions and do not promote violence, athletes should not be the ones to blame. Athletes encourage kids to stay in school and motivate them to make good grades so that they can participate in sports. When children are participating, they stay out of trouble. Chi ...