GM Essay Example | Topics and Well Written Essays - 500 words

GM - Essay Example Through this structure the car design process speed up as the decision making of the global engineering and design groups was recentralized. GM had employed a 'Localization Strategy' in the beginning. With this strategy, although there was local responsiveness and the products were designed according to the demands of the various global divisions but due to this decentralized control in each country it operated, there was a duplication of the various activities like the design, component parts, manufacturing and sales functions in the various divisions which resulted in an increase in the costs of GM and therefore effected GM's revenues and profits. The company later implemented a 'Global Standardization Strategy'. This strategy was based on the product-group structure and aimed at coordinating the activities of home and overseas operations. Through this strategy by sharing expertise, the various divisions work together to design cars which can be sold anywhere across the globe. GM has been changing its global structure to allow it to coordinate the production and sale of its products most effectively around the world by the implementation of a "Global Standardization Strategy". GM has firstly centralized the car design and production decisions.

LOVE Essay Example | Topics and Well Written Essays - 1500 words

LOVE - Essay Example According to More’s work, love influences the duties assigned to individuals in different fields in life. In support of this assertion, More expounds on how love make men accept women to be assigned light duties (Barnet and Bedau 464). It is out of love that women are spared from things that can affect them in life. In connection with this, More also claims that Stewards ensure people work to earn a living but do not wear them out by keeping them at work for long hours. That is, the practice of humanity as a result of love make people save other people from problems since charity begins from home (Barnet and Bedau 468). In his work, More also argued that it is bad to deprive other people pleasure so that you can enjoy it yourself. According to him, depriving oneself pleasure for other person’s enjoyment portrays one’s humanity (Barnet and Bedau 468). In addition to this, More asserts that taking care of patients and providing them with what they need for recovery is a product of love (Barnet and Bedau 473). In tandem with More’s argument, the poem â€Å"Love is Sickness† presents love in a unique way. The metaphor â€Å"love is a sickness† shows that the modern society compares love to the sickness that affects the patient (a person in love). From the claim, it is apparent that love has symptoms, and it can be diagnosed. The poem also claims that love is full of uncontrollable woes.

The Organization Culture Of Deloitte Management Essay

The Organization Culture Of Deloitte Management Essay Organization consist the two types such as the profit organization and non-profit organization. A profit organization looking for the generate income and the profit share with the employees. In a profit organization, the company decides to keep and arrange the profit to the lender or keep invest in their own business. For an example, the Deloittes Northern Group made a  £2,329m for the year end of May. The group made a  £569m profit share to the partners and the average profit earned by each partner increased from  £758,000 to £789,000. A non-profit organization generally founded to serve a humanitarian. It channels the entire employees income into programs and service aimed at meeting or towards other issues such as deforestation and endangered species. Non-profit organization rely almost entirely on donation and grants from individuals, government entities and organization. For an example, Deloitte launched a Womens Initiative (WIN) in 1993. The WIN hosts more than 400 developments, networking and mentoring activities to help connections, strengthen skills and positively impact our organization and community. 2.1 The Types of Structure A recent article (Miranda Brookins) states that elements of organizational structure give companies effective and efficient ways to run their business, manage their employees and ensure that tasks are completed. Each element has its own benefit to impact the employee to achieve the organizations goals. The type of the organization structure involves the decisions about the work specialization, departmentalization, chain of command, span of control, centralization and decentralization and formalization. Work specialization It shows the degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. It takes each task and assigns them to specific position. From a wider perspective, a job is synonymous with the physical and social aspects of the work environment. In contrary, the overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism and higher turnover. For example, an employee specializes in auditing skill but Deloitte should manage the employee to the audit department to exert his/her professional skill to the company. Departmentalization It based on the jobs are perform in the group together. Even though, Deloitte also has its own specific way of classifying and grouping work activities. The departmentalization creates the types of the execution based on the work of the employee assign their own product or brand with the geographical of customer demand. Departmentalization grouping jobs by the functions performed, product line, the basis of territory, the basis of product and the type of customer and needs. Chain of Command It shows the continuous line of authority that extends from upper levels of an organization to the lowest level of the organization and clarifies who reports to whom. There are three importance concepts to attach with theory such as authority, responsibility and unity of command. The authority shows the rights inherent in a managerial position to tell people what to do and to expect them to do it. Then the responsibility shows the obligation and expectation of the leaded to perform for the organization. The last, unity of command is the concept that a person should have one boss and should report only that person. For an example, the video conference of Deloitte should be the chairman from the head office to take over to all branches. Span of control It determines the number of employees who can effectively and efficiently supervised by a manager. It needs the number of managers an organization needs which based on the number of employees and departments a company has. Centralization and Decentralization Centralization shows the degree to which decision making is concentrated at upper levels in the organization. Organization in which top managers make all the decision and lower-level employees simply carry out the order. Besides that, decentralization shows the organization in which decision making is pushed down to the managers who are closest to the action. An article (Osmond Vitez) said that centralization develop the companys mission and vision, and set objectives for managers and employees to follow when achieving these goals. Decentralization organization utilizes individuals with a variety of expertise and knowledge for running various business operations. Formalization It shows the jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. A highly formalized jobs offer little over what is to be done and the low formalization means fewer constraint on how employees do their work. For example, the IT department of Deloitte format up the time of the connection to each branch and the performance of the video conference. So that, the interviewer wont waste the time to wait for the connection and can arrange the accurate time to arrive the room. 2.2 Organization Culture Organization culture is a system of shared meaning and common beliefs held by organizational member that determines in a large degree and how they act towards each other. The implication of culture is a perception, shared and descriptive. The values, symbols, rituals, myths a practices are the way that the people do the things around here. Innovation and Risk taking According to Robert F. Brands (13, August 2012), an effective innovation leader should encourage creativity and risk taking, while also practicing a tolerance for failure. The setting and agreeing on the risk taking bandwidth help to practice the leader recognized as a learning experience when the process had failure. For an example, in 20th November 2012 a leader of Deloitte named Gartner evaluates on the ability to articulate logical statement about current and future market direction, innovation, customer needs and competitive forces. At the same time, consultants are rated on their understanding of how market forces can be exploited to create the opportunities to the provider. Attention to details It is a degree to which employees are expected to exhibit precision, analysis, and attention to detail. It defined the organization look more details to accurate the values of the organization comprise with the organization culture. For an example, the senior manager of Deloitte, Kurt Hauermann looks for the data risk management, data management technology and data governance as the dimensions that uniquely combine to deliver business value. Outcome Orientation It is a management focuses on the result rather than on processes used to achieve them. It extends into the workplace, and employees are reviewed regularly on a performance basis and the only thing that matter is the end of the result. People orientation People orientation takes into consideration the effect of outcome of people within the organization and it is also sensitive to individual with the decisions. The culture cares at the employee in the organization. For an example, Deloitte believes that the employees can do their best work when they growth and know the value. Besides that, Deloitte has 148,000 people work in 150 countries in the organization and the developing talent is a top priority because people are the very reason client service excellence is a hallmark of Deloitte. Team Orientation It defined the works organized around teams rather than individual. A recent article (Donna Eigen) shows that there are number of tactics that can foster a team orientation, from team building and diversity workshops to retreats, merit system that identify and recognize team-oriented behavior and processes that facilitate project teams. Aggressiveness It determined that the employees are expected to be competitive rather than easy going. It looks for the immediate results and lead to immediate reward. In June 2012, Deloitte discuss about the objectives of transparency and financial stability is often seen as being juxta-positioned. The impact on the public policy objective debate and highlighted the question of the interaction in the financial of Deloitte. Stability It means that the organization activities emphasize maintaining the status quo rather than change. In New York, 16 March 2012, Deloitte welcomes the Financial Stability Boards call to improve the dialogue between external auditors and prudential supervisors and regulators of financial institutions in the wake of the recent global financial crisis. 2.2.1 Relationship between organizational structure and culture The organizational culture develops around the structure and the organizational culture can change when the management changes the worker to assign to the roles in the same structure. According to Shane Thornton (April 18, 2012), an organizations culture is an informal, collectively held grouping of ideas and values, as well as the type of workplace relationships and ways of doing things within the organization. Organizational structure is the way to arrange the management and the lines of the authority. It determines the performance within the company and helps the organizational culture run with the efficiency and consistency to create its own organizational culture. Conclusion At the end in this task, it defined the profit organization and non-profit organization of Deloitte. Besides that, it shows the specialization, departmentalization, chains of command, spans of control, centralization, decentralization and formalization of Deloitte. After that, it shows the organization culture such as attention to details, team orientation, people orientation, outcome orientation, aggressiveness and stability of Deloitte. Finally I show the relationship between the organization structure and culture. Introduction It defines the functions of the management within the Deloitte. And list the approaches of the leadership of Deilotte. 3.0 Management Management involves coordinating and overseeing the work activities of other so that their activities are completed efficiently and effectively. It performs the managers function within the Planning, Organizing, Leading and Controlling. Planning Planning defined the goals, establishing strategies to achieve goals, developing plans to integrate and coordinate the activities within the company. It is close connected with the creativity and the innovation, it also set up the objectives and develops the appropriate course of action to achieve these objectives. For an example, Deloitte plans to get a new video conferencing system to get close and communicate easily with all foreign branches to get the high decision making. Organizing It is arranging and structure work to accomplish the organizational goals. It shows that how the leader organize the team to achieve the goals according to the plans. Besides that, Deloitte organized the Nortel Network Ltd to apply the video conferencing system and the Nortel Network Ltd will carry on all the setting and performing of the video conferencing system. Leading It defined the working through people to accomplish goals. It means how the leader uses their skill to lead the group to achieve the goals and the successful. Leading requires to coach, assists, and problem solve with employees. Then, the Deloitte decided who will attend the video conferencing to get the decision making. Controlling It is a continuously work to monitoring, comparing, and correcting work to check the result against goals and make sure that it is following the plan. After that, Deloitte will use the video conferencing to control the branches performances and has a close contact with the branches. 3.1 Leadership Leadership is the art to motivate the group to against the goals. A recent article (Susan Ward) states that effective leadership is based upon ideas, but wont happen unless those ideas can be communicate to others in a way that engages them. Different managers can employ the different strategies to lead the employees to against the goals. According to David Ingram, transformational and transactional leadership are polar opposites when it comes to the underlying theories of management and motivation. Transformational Leadership It determined the management of the day-to-day operation and crafts strategies to the next level of performance and success. It will provide the opportunities for personal and professional growth for each employee if the transformational leader sets goals and incentives to push their subordinates to the higher performance levels. For example, in 1June 2011 Barry Salzberg is the global Chief Ececutive Officer of Deloitte Touche Tohmatsu (DTTL), he sets the strategies direction of the Deloitte global network and it comprises 47 member firms operation in 150 countries with approximately 200,000 people. Transactional Leadership It defined the normal flow of operations by more concerned with maintaining. The leader will use the rules to motivate employees to perform at their beast. It wont care in strategically guiding an organization to a position and these ledgers are solely concerned with conform all the performance flow. For example, Steve Almond is the Chairman of Deloitte Touche Tohmatsu Limiteds (DTTL) Global Board of Directors. He had served as Managing Partner of International Markets at Deloitte LLP in the United Kingdom and he looks after Deloitte United Kingdoms International relationship and activities. Conclusion At the end, it also shows the planning, organizing, leading and controlling based on the Deloitte and it determined the transformational leadership and the transactional leadership with Deloitte. Introduction It is going to discuss about how does Deloitte motivate and perform their employee to work for them. It defines the ideas that Deloitte provide to motivate to work hard to get the advantages. 4.0 Motivation and Performance Motivation is the process that account for an individuals intensity, direction and persistence of effort toward attaining the goals. An article (Kendra Cherry) states that motivation involves that the biological, emotional, social and cognitive forces that activate behavior. It describes the purpose that the person does something. The article from Deloitte (Ivana Ã…ËÅ"à ­hovà ¡, FinanÄ nà ­ management, May 2009) states that the motivation and compensation are part of a  series of articles focused on performance management where Deloitte experts introduce individual components of the integrated performance management system in companies. This article deals with motivation and compensation. According to the official website of Deloitte within the Human Capital, it states that they using the motivation tools available to a financial and non-financial and it also determined that if the employees do not feel close to the strategys value and direction and motivates to fulfill the companys designed goals, the company is not likely to successfully reach its goals. From the Deloittes official website, the financial rewards and financial compensation system are the motivation tools available to the employees of the Deloitte. A recent article (Carol Bainbridge), states that extrinsic motivation refers to motivation that comes from outside an individual and the motivating factors are external, or outside, rewards such as money or grades. Deloitte believes that the rewards system is the right driver to the employees perform the work commitment and employees performance. However, attention should be paid to non-financial incentive tool. It is more difficult to define these tools as an important role to motivate employees to perform. Broadly speaking, they can be included in the corporate culture. The reason is often the corporate culture which the employee expects in the company of their choice. Figure 1. Relationship between the employee and the wage the employee received of the Deloitte From figure 1, the employees quality is reflected in a certain component of the employees compensation. According to the performance management of Deloitte, they consider that the compensation aligned with success in fulfill the goals of the company and often also the goals of the team and the individual. So from the figure 1, Deloitte use the proportion of the individual components of the employee total based on the job and the job description. Besides that, Deloitte indicate the high position of the employee in the structure will get the high proportion. Conclusion At the end, Deloitte use the rewards and compensation to motivate the employee to work hard and show the benefit of the reward and compensation to drive the employee work hard. Introduction It is going to show what technology that Deloitte used to communicate to the foreign branches and its functioning. 5.0 The impact of Technology on Deloitte A technology system can drive an organization to efficiency and effectiveness. The efficiency based on how we do the things right so the organization wont waste the time to delay achieves their goals. Besides that, the effectiveness is defined to do the right things, it show that the organization know what they want to do. The case study from the assignment, it shows that the video communication is the way that the Deloitte costs down through the video communication when they reach more employees and branches. Video communication can help to cut down many costs such as traveling cast. According to the Yezdi Pavri (managing partner for Deloitte Canadas Toronto office), he said that being able to meet clients and colleagues in real time without travel is an efficient, effective and environmentally considerate way to address their needs. In a high telepresence room, all the branches who in the different country appear very close and the experience can get with being there with face to face. Nortel Network Ltd is a multinational telecommunication equipment manufacturer in Canada. Deloitte had chosen Nortel Networks Ltd to manage the service of the video conferencing. In a result, Nortel said that in a statement that a company that spends $23 million a year on travel can use telepresence and videoconferencing to recover 385,000 hours of lost productivity reduce its carbon footprint by up to 4,200 tons and save up to $7 million in U.S. dollars. So, the video conference can be more environmentally considerate and go to the green innovation. In contrary, video conferencing also has its disadvantages be the barrels to communicate with each other. Deloitte has 600 offices in more than 150 countries so the time equation is the barrel that Deloitte communicate with the foreign branches. Sometimes, if unlucky have an emergency problem and the branches of England need to contract to the Singapore branches; it may be will fail to get a communication because the time between England and Singapore differ at least 8hours. Besides that, installations of the technology in video conference need a high tech equipment to fix it. For Deloitte, if needs to install the equipment, Deloitte needs to pay for the head office and the all branches. Many feathers make a bed; Deloitte has more than 600 offices in the foreign countries. So Deloitte needs to pay for the payment within these more than 600 offices and it will become a huge expense. Conclusion Finally, it shows the Deloitte uses the video conferencing to communicate to the foreign branches. It also shows that the effectiveness and the efficiency of Deloitte. Besides that, it also consists the advantages and disadvantages of video conferencing.

Essay --

During our history there have been many important governments in the world. Out of these governments, the Hammurabi’s and Thucydides are very strong governments. These governments are well known for their strong leadership and firm relationship between the people. On the other hand, the Magna Carta is the evidence of unsuccessful events of king john. The Hammurabi’s code was an important code in the 18th century BC of the Babylonian empire. The ruler of the Babylonian empire was Hammurabi, one of the great King at that time period, from 1792 to 1750 BC. The main aim of Hammurabi was to unite the Mesopotamia empire, which he did under his rule from about 1800 to 1750 B.C.E. In view of achieving his goals, Hammurabi formed a legal set of codes called the Hammurabi’s law code. Hammurabi wanted these codes to be visible to all, therefore these codes were carved apon a black stone monument, eight feet high in public view so that everyone will be able to see it and understand the rules of it. There are 282 laws which include harsh laws, where punishment was severe. Most of the laws were punishable by death. These laws regulate the organization of the society. Even if a judge makes a stupid or careless mistake, he will be expelled for lifetime and heavily fined. Also, the witness who testifies falsely shall be killed. A good example is the â€Å"An eye for an eye†, it states that if a man put out the eye of another man, his eyeball shall be put out. If a person was caught stealing he shall be put to death. Some laws, even with children were dealt very brutally. If a son strikes his father, his forehead shall be cut off. If a slave says to his master, you are not my master my master if they convict him, his master shall cut off his ear. If ... ...lso established equality before the law. The Magna Carta is considered as a turning point because it promised fair laws. These laws show what the government does for the people and what rights and responsibilities the subjects of these governments have. Hammurabi and Thucydides were important leaders in the 18th century an 5th century BC. They were great leaders and well known for being idealized leaders. Hammurabi and Pericles had control over their government and guided for the development. On the other hand, the Magna Carta was a document that was forced onto King John of England to stop abusing his powers with the people of England. It is very clear that Hammurabi and Pericles was powerfull leaders. Overall the Magna Carta, Hammurabi and Pericles funeral oration are more or less the same. All the three governments deals with power, authority, money, war even aft

Six Flags

Confidential For Internal Use Only Team __ TEAM __ – Marketing Plan (Sample) MKTG 649, Fall 2009 Prepared for: Professor Mahmood Hussain Prepared By: Your Name Your Name Your Name Your Name Your Name 1 Confidential For Internal Use Only Team 8 Executive Summary Six Flags has had great success over a number of years through providing a one-stop entertainment destination complete with thrilling roller coaster rides and an exciting atmosphere. In recent years, however, Six Flags has been struggling and is now in dire need of a boost to help regain its success in the Theme park industry.We focused our secondary research on past and current articles on Six Flags as well as the theme park industry as a whole. Databases and websites were utilized in gathering this information. In addition, we delved into previously conducted research regarding the theme park industry and Six Flags. This further allowed us to gather exactly how Six Flags arrived at its success, and ultimately to its f ailure over the past few years. This is information that could have been obtained through interviewing Six Flags employees; however, we chose to proceed with the more efficient choice of secondary research.The biggest issue Six Flags faces is its huge debt of over $2 billion dollars. The firm is on the verge of bankruptcy and has been pulled from the NYSE due to their shares falling below the $1 requirement. The firm needs to pay $300 million dollars to preferred stockholders, and lacks the capital to do so. Another key issue they face is their narrow target market. Six Flags has decreased their focus down to the youth, or teen market with less emphasis placed on appealing to families. This represents a huge loss of potential customers for Six Flags.Furthermore, there is a demand for thrill rides and rollercoaster’s that Six Flags can continue to benefit from. In order to meet both of these issues head on, Six Flags must not only expand their demographic target, but also thei r product offerings. Revenue must be generated as quickly as possible through increased traffic to the parks and product diversification. The marketing objectives we aim to address, execute and accomplish are to increase revenue through diversification and pricing methodologies, and to increase the target market to include families, teens, and young adults.Increased guest spending is a major component of what target markets we are trying to reach. We want to move away from the teen market, which does not spend much if any money in the park beyond admission. The two new target markets Six Flags is going to cater to are families and 21+ young adults. Six Flags will differentiate itself by providing both of these sources of entertainment in one location. We want Six Flags to be a place like no other in the country. In order for Six Flags to stay competitive, we need to diversify our means of revenue.That will be done with the introduction to two new ventures, Motion Simulators and Boul evard Six. Six Flags’ current pricing strategy for their online daily tickets is proving to be successful in terms of attracting more visitor attendance. Extended hours for special events can also deliver an extra added value to 21 and over patrons who are willing to pay a 25 percent increase on top of regular one-day admission. Being open until 12 midnight for such events would grant exclusivity to a smaller crowd with less falling in line.Another feature would be to have hard liquor and beer priced at a premium to further maximize profits. The first sales promotion will be a yearly engagement, every Fourth of July where all guests get in for free. We will call this promotion â€Å"FREEdom Day†. Another frequent promotion will be called Fun in the Sun. We anticipate an increase in Six Flags performance through the execution of our Marketing Plan. 2 Confidential For Internal Use Only Team __ Table of Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Research Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Situation Analysis SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Competitor Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Customer Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Company Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Marketing Problems and Opportunities†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 Managerial Recommendations Market Focus Marketing Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Target Market†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Differentiation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Positioning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Marketing Programs Product Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 Pricing Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 0 Promotion Strategy†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Distribution Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Implementation and Control Financial Data†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Financial Projection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 Financial Control†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Appendix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 3 Confidential For Internal Use Only Team __ Introduction Six Flags has had great success over a number of years through providing a one-stop entertainment destination complete with thrilling roller coaster rides and an exciting atmosphere.In recent years, however, Six Flags has been struggling and is now in dire need of a boost to help regain its success in the Theme park industry. The amusement park industry offers a variety of attractions to a very large and diverse market. With everything from high-flying roller coasters to cartoon and movie character based offerings, theme parks have created a very successful market that has been on the rise for many years. However, like everything else, companies have seen their good times as well as their bad. It seems as though Six Flags may be on the decline in an exhausted market.Notwithstanding increased attendance on an annual basis, inclu ding the sharp decline of their teen market, the amusement park industry has been affected greatly by harsh economic times. Six Flags, Inc. specifically has become the epitome of this trying industry. Despite an increasing attendance rate over the years, Six Flags has seemed to dig itself into a hole that it cannot seem to get out of. Their debt-load has handcuffed them to the verge of bankruptcy. Their inability to increase attendance to the point of improved profitability and debt-reduction has helped lead this company toward potential failure.The significance of an increased attendance rate in 2008, (up to 25. 3 million from 24. 9 in 2007) yet still reporting a net loss of $207 million for the fourth quarter of 2008 is very big. 1 This signifies the tremendous amount of trouble Six Flags is currently in as their biggest point of profitability, attendance, has not been enough to dig this company out. This indicates that a drastic change of direction is in need for Six Flags, Inc. Although the numbers are bad for Six Flags, a marketing initiative may help bring this dying company back to life. Research MethodologyDue to lack of resources and low participant count, we have decided to focus our research on secondary research only. While we do believe it may be beneficial to gather information and suggestions through primary research, there are many resources available through secondary research that will sufficient. As the theme park industry is large, a vast amount of literature and information is available. Through researching readily available information, we are able to gather both positive and negative options and research from very credible sources. Although the utilization and execution f primary research is ideal and extremely beneficial, particularly for marketing initiatives, its overall implementation is not a simple task. The type of primary research required to make sound marketing decisions, especially for a depressed company like Six Flags, would need to be on a much larger scale than we are capable of handling in such a short period of time. We focused our secondary research on past and current articles on Six Flags as well as the theme park industry as a whole. Databases and websites were utilized in gathering this information.In addition, we delved into previously conducted research regarding the theme park industry and Six Flags. This further allowed us to gather exactly how Six Flags arrived at its success, and ultimately to its failure over the past few years. This is information that could have been obtained through interviewing Six Flags employees; however, we chose to proceed with the more efficient choice of secondary research. 1 Confidential For Internal Use Only Team __ Situation Analysis SWOT Analysis Strengths Six Flags’ main strength in the present state of the U. S. economy seems to be its â€Å"free falling† prices.For instance, everyone who buys a daily ticket online for Six Flags Discovery K ingdom (Vallejo, CA) pays the kids’ price of $29. 99. This has directly increased attendance. Next to its attractive prices is Six Flags’ internationally recognized brand name. The name, along with its wide array of entertainment products and experiences, has built enduring equity for 48 years. To refocus and re-energize its brand, Six Flags CEO Mark Shapiro and his marketing and entertainment teams have worked to make the theme park more family-friendly while still maintaining its ignature reputation for record-breaking thrill rides. The parks are cleaner, there is more broad-based entertainment, an enforced code of conduct for guests, and better trained employees who can deliver more quality service. As a result, key satisfaction scores were at or above all time highs for the company. Six Flags advocates special causes by holding annual walk-a-thons in the park, joining the fight to help cure childrens cancer. They further support the â€Å"green movement† by using biodegradable commercial trash bags throughout the company’s 20 locations in the United States, Mexico, and Canada.Location is another strength of Six Flags. The theme park is located in major metropolitan areas making it a probable, convenient drive away from home. Weaknesses Although Six Flags is now showing an increase in visitor attendance due to advertisements showcasing low ticket prices and an increased value offering, its number one weakness seems to be leveraging their massive debt load of over $2 billion dollars. It must also pay $300 million dollars to preferred stockholders in which it has no way of paying.The creation of new thrill rides can cost up to $20 million dollars each while consumer spending remains low. This debt will continue to stifle Six Flags’ growth and may lead them to file for Chapter 11 bankruptcy. Since admission is up, the lines for each major attraction will also increase. This may make impatient patrons waiting in the hot summer sun to go elsewhere for entertainment. Another weakness is the retention rate of teenagers and young adults has continued to lessen because they claim â€Å"there’s nothing new for us. Disappointingly, a major weakness that the theme park is also trying to control is its fatal freak accidents. In June 2008, a 17-year-old was decapitated by the Batman roller coaster when he scaled two six-foot fences and entered a restricted area at Six Flags Over Georgia. The year before, a girl’s feet were cut off when a freefall thrill ride malfunctioned at the Six Flags Kentucky Kingdom. A cable had snapped and wrapped around the 16-year-old’s feet, severing them at her ankles. Opportunities Six Flags is limited in opportunities as they have no cash on hand and an overwhelming debt load.However, to attract back the decreasing retention rate of its young adult market which as a result can leverage the debt, perhaps Six Flags can open a 21 and over nightclub. The club can hav e different elaborate themes each night, such as a â€Å"Batman† or â€Å"Terminator† party. A sports bar and restaurant can attract a new demographic of sports fanatics. Guest appearances by sports icons in these restaurants can also drive traffic through the park. Ride simulators in malls, introducing new and upcoming thrill rides, may also convince prospects to try the â€Å"real thing† at a 2 Confidential For Internal Use OnlyTeam 8 theme park. Six Flags can also try to sell some of its land that it owns surrounding its parks to help lessen their debt. It can even hold more events ranging from special causes to entertainment and extend its operational hours to the 21 and over crowd so as to increase ticket sales. Joining more strategic alliances internationally such as Dubai Holding to build a Six Flags in Dubailand can also prove to be profitable. Most importantly, Six Flags needs to get to the root of the problem and come up with a restructuring agreement that will satisfy both its stockholders and the company.Filing for chapter 11 bankruptcy may inadvertently decrease attendance as visitors may perceive that operations, including safety on rides and the cleanliness of the premises could be affected (although Six Flags confirms that these will not be affected if they do file). Thus, bankruptcy could ruin Six Flags’ image and limit more of their opportunities to expand. Threats Threats mainly include other major theme park competitors such as Disneyland and Universal Studios and indirect competition with more affordable fun activities such as miniature golfing or watching a movie.Other threats include the current swine flu that has spread rapidly throughout several states in the U. S. from its origin in Mexico. Some families may think twice before going to a theme park with hundreds or thousands of other persons in which any may be infected with the deadly virus. Severe weather conditions can even temporarily close down the par k. In 2005, it was necessary for Six Flags New Orleans to close down in preparation for Hurricane Katrina. Katrina’s heavy winds and floods left an estimated $32. 5 million worth of damages. The park has since been closed. Competitor AnalysisThe major competitor of Six Flags Inc. is the Walt Disney Company. In comparison, the Disney Company focuses on attracting visitors from across the world to visit its parks while Six Flags targets its local demographic and does not seek to advertise internationally. Although Disneyland offers the magical experience that families have grown up to know and love through its flagship characters and movies, Six Flags is seeking to be the alternative getaway in a downward economy. First off, Six Flags is just a drive away for those who live in close radius to metropolitan areas.At Six Flags Discovery Kingdom (Vallejo, CA), as mentioned earlier, everyone can pay the online daily kid’s price of $29. 99. Disneyland and Disney World mainly r equire a whole vacation package, including airplane flights and a hotel stay. To visit Disneyland’s entire theme park in one day, a patron will have to shell out as much as $94 per day. In 2008, Six Flags even reported a 5 percent increase in revenue with reduced costs from the previous year while Disneyland recently reported an 8. 2 percent drop in revenue and increased costs for this year’s first quarter.Universal Studios movie-theme park, known for simulating their top rated movies into rides and other experiences, is another competitor that also requires a vacation package. Its general admission is $67. 99 a day. Last year, the park underwent attendance downturns due to construction and visitors holding off on vacations until the new rides were complete. However, even in a troubling economy families are willing to pay a premium to visit such parks as Disneyland and Universal Studios to go to a place â€Å"where dreams come true† and to get the ultimate Holly wood experience as seen through television and movies respectively.These are deemed to be more affordable when comparing it to a family trip to Europe or Asia. Six Flags’ other competition includes the experience of shopping at a mall, going out to the movies, or even staying home and obtaining thrills through Sony Playstation or Nintendo’s Wii. Consumers feel like â€Å"getting away† once in a while and if they are restricted to a budget, they may consider the cheaper activity that they can repeat more than once during closer periods of time. 3 Confidential For Internal Use Only Team 8 Customer Analysis Approximately 25 million guests attend Six Flags annually.The park appeals to a broad demographic in which seventy-five percent of its customers live within 100 miles. Its main customer focus is its family unit. Most of its parks are limited to being open during the spring and summer seasons and only on weekends during off-seasons (due to weather factors). In th is case, generating revenue from the family unit is crucial while still trying to retain its core audience of teens and young adults who are drawn to extreme rides. Thus, Six Flags is providing a wider product offering to increase its overall visitor attendance.It is also remaking its image into a wholesome, highly-branded, family-friendly place similar to that of Disney. There are more rides and attractions not only for a young demographic, but also for families. Six Flags has also given these customers more to do and spend money on by bringing in brands such as Johnny Rockets, Papa John’s, Cold Stone Creamery, and Kodak. The park’s attendance has gradually declined in recent years but started to pick up again in 2008 and is showing great promise this spring season. For instance, Six Flags Discovery Kingdom had its largest attendance since 2003 during their two-week spring break period.The family unit is price sensitive; therefore with daily ticket prices being fairly low along with current low gas prices, Six Flags seems like an affordable trip. The company is projecting 55 percent of its total revenues to come during the months of July and August. More families and higher disposable income families are expected to contribute to these revenues. Also, seventy-five percent of Six Flags consumers claim that their primary reason for attending the park is to spend time with friends and family. Company Analysis Six Flags, Inc. is the largest regional theme park company in the world providing a national brand with regional focus.The firm has 20 parks total, 18 of which are in the United States, with the other 2 located in Mexico and Canada. The entertainment destinations in the U. S. comprise theme, water and zoological parks with over 900 rides, including 130 rollercoaster’s. Six Flags, Inc. is headed by CEO Mark Shapiro and is a publicly-traded corporation headquartered in New York City. The first Six Flags theme park, Six Flags Over Texas, w as opened in 1961 by Angus Wynn. The parks name came from the six themed sections, modeled after the culture of the six countries whose flags flew over Texas during the state's colorful history. Today’s parks offer a complete one-stop diversified entertainment destination for all ages. 3 Thrill rides, restaurants, games, themed areas, children’s areas, parades, concerts, shows and much more are available for the customers’ enjoyment. Business Model Six Flags operates as a seasonal business – over 85% of park attendance and revenues are generated between the second and third quarters of the calendar year. 4 Its business model is comprised primarily of making money through ticket sales, in-park food and merchandise sales, and sponsorship revenue. 5 4 ConfidentialTicket Pricing For Internal Use Only Team 8 Ticket pricing covers a broad range, with tickets available for a single day park visit to season passes. There are 3 types of tickets available: †¢ †¢ †¢ Single day 1 park (general and children admission) Single day 2 park pass (general and children admission) Season Pass Single day 2 park passes are for locations that have both a Six Flags theme park and water park located next to each other. Please note that some theme parks have a water park inside of them, but do not require a 2 park pass. General admission prices range from $29. 9 – $69. 99. Children admission prices range from $20. 99 – $29. 99. These ranges cover Single Day 1 and 2 park passes for theme, water, and animal parks. Season Pass prices range from $39. 99 – $125. Season Passes may be purchased for single park admission or dual park admission. Season Passes include: †¢ †¢ †¢ †¢ †¢ Unlimited visits Free tickets for guests Over $300 in park savings Access to Rise and Scream early openings and private Season Passholder Day Accepted at 15 Six Flags locations including La Ronde, Montreal Season passes are Six F lags core value offering.Passes cost little more than a day’s regular admission ticket price, and provide Six Flags visitors with added benefits and savings. Six Flags also offers a premium pass – the FLASH Pass – that serves as a ride reservation system. A limited number of FLASH Passes are available each day of operation and are valid the day of purchase only. There are 2 tiers for the FLASH Pass, Regular and Gold, with different stipulations for each. Regular FLASH Pass †¢ Avoid lines by making a reservation †¢ Wait as long as everyone else is waiting, but not in line †¢ Prices: $27. 9 for 1 person to $117. 99 for 6 people Gold FLASH Pass †¢ Enjoy discounted wait time of up to 75% †¢ Prices: $37. 99 for 1 person to $177. 99 for 6 people In-park Merchandise and Food Six Flags has various licensing and partnership agreements with other firms. Six Flags has held a licensing agreement with DC Comics and Warner Bros. Consumer Products enab ling Six Flags to utilize the rights to the cartoon characters. Six Flags has used the licensing agreement to create character programs including meet and greets, meals, photograph and autograph opportunities. 6 5 ConfidentialFor Internal Use Only Team 8 Six Flags has further utilized the characters’ likeness for merchandise sales including toys, souvenir items, apparel, and more. In addition, cartoon themed rides have been constructed after both DC Comic and Warner Bros characters. Six Flags employs in-park and out-park alliances with restaurants and food manufacturers. Past and current out-of-park alliances have included promotions with Coca Cola, Kraft’s Lunchables product line, and Papa Johns Pizza. 7 In-park alliances have included the implementation of restaurant chains within Six Flags parks.Johnny Rockets, Papa Johns Pizza, and Cold Stone Creamery can be found within the parks, and Tyson chicken has become the official chicken supplier to all parks. 8 Additiona l Partnerships Other promotional alliances have been implemented as well. One such example is the sale and availability of Kodak products in Six Flags paks. Moreover, Six Flags and Nintendo have collaborated by offering free Wii game plays to the Six Flags visitors standing in-line, thus allowing them the opportunity to sample the Nintendo DS games.Six Flags also promotes its brand through American Express, Chase, Blue Green, Panda Express, and The United States Army. 9 American Express and Six Flags have a promotional offering for park visitors in the form of a VIP tours. Patrons may book their Six Flags VIP Tour Presented by American Express for participating theme parks. Please note that the VIP Tour is for theme parks only and does not include water slides and other waterpark attractions. Tours are given to groups or families by an experienced tour guide and can be customized.Tours are priced at $299 and include: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ â € ¢ †¢ Private guided tour for your family or group Front-of-the-line ride privileges Preferred parking Theme park admission Reserved show seating Private autograph session with select LOONEY TUNES or The Justice League characters Lunch and dinner with reserved seating at restaurants Unlimited snacks Souvenir ride or character photo Expedited access to most rides in the park American Express cardholders gain an additional offer by receiving 20% off each VIP tour booked when they pay with any American Express card. Six Flag ParksCalifornia Six Flags Magic Mountain, Los Angeles – theme park Six Flags Hurrican Harbor, Los Angeles – water park Six Flags Discovery Kingdom, Vallejo – theme and animal park 6 Confidential For Internal Use Only Team 8 Georgia Six Flags Over Georgia, Atlanta – theme park Six Flags White Water, Atlanta – water park Illinois Six Flags Great America and Hurricane Harbor, Chicago – theme and water park Kentucky Six Flags Kentucky Kingdom, Lousiville – theme and water park Maryland Six Flags America, Baltimore/Washington DC – theme and water park Massachusetts Six Flags New England, Springfield – theme and water park Missouri Six Flags St.Louis – theme and water park New Jersey Six Flags Great Adventure, Jackson – theme park Six Flags Hurrican Harbor, Jackson – water park Six Flags Wild Safari, Jackson – animal park New York The Great Escape and Splashwater Kingdom, Lake George – theme and water park Six Flags Great Escape Lodge and IndoorWaterpark, Lake George – lodge and water park Texas Six Flags Over Texas, Arlington – theme park Six Flags Fiesta Texas, San Antonio – theme and water park Canada La Ronde, Montreal – theme park Mexico Six Flags Mexico, Mexico City – theme park Six Flags will be opening a third international location in the United Arab Emirates, Dubailand, which will open its doors to c ustomers in 2011. Marketing Problems and Opportunities The biggest issue Six Flags faces is its huge debt of over $2 billion dollars. The firm is on the verge of bankruptcy and has been pulled from the NYSE due to their shares falling below the $1 requirement.The firm needs to pay $300 million dollars to preferred stockholders, and lacks the capital to do so. Another key issue they face is their narrow target market. Six Flags has decreased their focus down to the youth, or teen market with less emphasis placed on appealing to families. This represents a huge loss of potential customers for Six Flags. Furthermore, there is a demand for thrill rides and rollercoaster’s that Six Flags can continue to benefit from. In order to meet both of 7 Confidential For Internal Use Only Team 8 these issues head on, Six Flags must not only expand their demographic target, but also their product offerings.Revenue must be generated as quickly as possible through increased traffic to the parks and product diversification. Managerial Recommendations Market Focus Marketing Objectives The marketing objectives we aim to address, execute and accomplish are to increase revenue through diversification and pricing methodologies, and to increase the target market to include families, teens, and young adults. We seek to create promotional offers that affect price and new product offerings, and to re-position Six Flags theme parks as an entertainment destination that appeals to all ages, and more importantly families.Value communication is extremely important in the current economic situation we are experiencing. Six Flags is a one-stop entertainment destination that offers very low admission prices along with numerous attractions and activities. It is a park that price-sensitive consumers can enjoy and afford. Six Flags needs to increase its revenue to become viable. These additional revenue streams are to include diversification and promotions. The largest project to create more revenue is the creation of Boulevard Six.It will create the opportunity to have in review stream all year long, rather than just the summer months. It will have a diverse collection of food and entertainment to please the target markets of families and young adults. This will include well known restaurants and entertainment companies, as well as new and excited ventures. Next would be the introduction of Motion Simulator rides located in malls around the nation. These would bring in additional revenue as well as bring awareness of Six Flags. At these locations, the rides would be of the most popular attractions from across all the Six Flags.Promotions could also increase traffic to the parks and increase the revenue during these times. Boulevard Bash is a Saturday night event for those 21 years and older with live entertainment. Six Dollar Sundays would increase visitors to the parks and would bring in more repeat customers. Too Hot to Resist Days would entice people to come to park s on days when it is warm out. They could partake in the water rides to stay cool during these times. And â€Å"Free†dom Day would increase traffic to the park, however there would be revenue from ticket sales there would be from parking, food, and Boulevard Six.Target Market Increased guest spending is a major component of what target markets we are trying to reach. We want to move away from the teen market, which does not spend much if any money in the park beyond admission. The two new target markets Six Flags is going to cater to are families and 21+ young adults. Six Flags current target market is â€Å"mass-market blue-collar, with average income $50,000 per year, and probably split between teens and young adults on the one hand, and families on the 8 Confidential For Internal Use Only Team 8 ther. â€Å"10 These families are not the type that are/were taking international family vacations. These families are â€Å"trading from a three-day, four-figure trip to Disney to a one-day, three-figure trip to Six Flags. †11 A trip to Six Flags is not cheap, but it is cheaper than. â€Å"A typical Six Flags visitor in 2007 spent $36 for the day, including parking, the price of a ticket, and meals. So, the company says, a day at Six Flags for a family of four costs less than $175. †12 Young adults are another target market Six Flags is looking into.They are a segment that had more disposable income than teens do, possible even more than families. â€Å"Young adults in the U. S. spend 52% of their money on clothing, 22% on food, and 13% on music. †13 With the addition of Boulevard Six, there is the opportunity to bring in more of the young adults, who would normally go to the local mall. Differentiation Six Flags has a lot going for it right now and with our marketing strategy, it may have the ability to differentiate itself from all the competitors. We aim to focus our differentiation based on the style of entertainment it offers.Six Flags will be a place people can go to have a day of excitement like no other theme park can offer. Without having to spend lots of money, people can have a great deal of fun during the day at an exciting theme park, and at night can cruise the Boulevard (Discussed below). There are obviously many places where one can go and enjoy a day at a theme park, however, they may have to travel a great distance if they desire to cap off the day with a night on the town. Six Flags will differentiate itself by providing both of these sources of entertainment in one location.Positioning We want Six Flags to be a place like no other in the country. In order to do this, we seek to position Six Flags in two ways. Due to the different offerings from Six Flags we don’t want to position ourselves in just one way. First, we aim to position ourselves as safe, family-friendly, lowcost form of entertainment. This position will be targeted to families and younger guests. We will advertise through d ay-time television and kid’s programming. Second, we will position ourselves as cool, fun, energetic and young-hearted.This position will be targeted to teens and younger adults (over 21) who would be interested in the Night of Fun as described below. We will hope to utilize different types of social media to target this demographic and project this type of positioning for Six Flags. Marketing Programs Product Strategy Six Flags has been providing their visitors products through their main channel, theme parks, during their existence. In order for Six Flags to stay competitive, we need to diversify our means of revenue. That will be done with the introduction to two new ventures, Motion Simulators and Boulevard Six.The motion simulators will be distributed throughout all major metropolitan malls that will be in close proximity to a Six Flags park. Malls are a choice location as they allow us to reach the broad demographics we target – families, teens, and young adults. The rides will have a selection of popular rides from Six Flags 19 parks. After the ride is over, it will â€Å"spit out† a 50% off admission coupon good for any Six Flags park, and must be redeemed within one month. This tactic is expected to drive sales up dramatically. 9 Confidential For Internal Use OnlyTeam 8 Boulevard Six will be an outdoor shopping district located outside of Six Flags larger parks. Its intention is to help produce revenue all year long, even while the parks are closed for the season. Boulevard Six will have a mix of food, shopping and entertainment for all ages. Restaurants will include California Pizza Kitchen, P. F. Changs, Johnny Rockets and more. Shopping will include Fossil, Gap, Abercrombie and more. Entertainment will come from the Comcast Sports Bar, nightclubs, live concert stages, Lucky Strike Bowling and movie theaters.Boulevard Six will also be the location of Boulevard Bash. Pricing Strategy Six Flags’ current pricing strategy for their online daily tickets is proving to be successful in terms of attracting more visitor attendance. A great example is Six Flags Discovery Kingdom (Vallejo, CA). As a price bundle, the theme park can also offer online daily tickets with one-day discounted parking at 20 percent to further raise attendance. For its Discovery Kingdom park, visitors will pay $29. 99 plus $12 for one-day parking totaling $41. 99.If paid separately, parking would cost $15. For its season pass holders, Six Flags can give an automatic 10 percent on all meals and merchandise simply by presenting their season passes at point-of-sale. Vouchers and coupons do not need to be redeemed for the sake of customers’ convenience. In addition to perks such as free tickets for your friends on select days, and free special events, season pass holders who are 21 and over will also pay a discounted price of $15 to get into Six Flags’ exclusive nightclub in Boulevard Six (mentioned under â€Å"Promotionâ⠂¬ ).Season parking passes also purchased online can be reduced by 20 percent and bundled with their appropriate season passes to increase the affordability and convenience of visiting Six Flags respectively. The V. I. P. tour requires a 4-person minimum and can cost up to $299 per person. This may seem like an extravagant and an unnecessary option. However, American Express cardholders with more discretionary income can enjoy this option at a 20 percent discount. To appeal towards more price-sensitive families who still want to get the ultimate V.I. P. experience, online specials should include a 20 percent discount on select days regardless of what credit card is being used. Extended hours for special events can also deliver an extra added value to 21 and over patrons who are willing to pay a 25 percent increase on top of regular one-day admission. Being open until 12 midnight for such events would grant exclusivity to a smaller crowd with less falling in line. Another feature wo uld be to have hard liquor and beer priced at a premium to further maximize profits.Ride simulators (mentioned in opportunities under â€Å"SWOT analysis†) will cost the consumer $9 for a four-minute edge-of-your-seat excursion! (These will be located in all major metropolitan malls that will be in close proximity to a Six Flags park. ) After the ride is over, it will â€Å"spit out† a 50% off admission coupon good for any Six Flags park, and must be redeemed within one month. This tactic is expected to drive sales up dramatically. Promotion In order for our marketing efforts to be successful, we need to attract customers to the previously discussed new park and activities.This is where the use of promotions will come into play. With exciting new attractions offered by Six Flags, we will need to engage more people through various type of promotions. We suggest by starting with sales promotions. The first sales promotion will be a yearly engagement, every Fourth of July where all guests get in for free. We will call this promotion â€Å"FREEdom Day†. By incorporating the Independence Day 10 Confidential For Internal Use Only Team 8 theme, every Six Flags park will be the most enjoyable place to be on the Fourth of July.This will be a day where families can come to experience the rides and attractions, all themed accordingly, and can end the day with a 45 minute long firework display coordinated to a serious of popular current music hits. We want this promotion to help Six Flags become the leading place to be during the Fourth of July. Due to capacity constraints in each of the parks, attendance will be limited to the maximum capacity the park can handle. We will let more people in as other leave, and while everyone waits, we will have activities and entertainment out in the waiting area.Even though the guests are not in the park yet, they should still be able to have an enjoyable time while they wait. Since one of our main goals is to impro ve loyalty among our guests, we also want to have promotions on a more frequent level. One of these frequent promotions will be Six Dollar Sundays. We will offer admission to all Six-Flags for only $6 every Sunday. Another frequent promotion will be called Fun in the Sun. Anytime the temperature hits above a certain temperature (depending on the location of the park) admission will be half-price.This will help entice the people that are reluctant to come to the park if it is too hot outside. This next promotion will give free admission to people on their Birthday. We will call this our Birthday Club and promote keep records of every person’s Birthday so every year we can send them reminders to entice them to come back. Our final promotion will be called Boulevard Bash. This will be for the 21 and older crowd and will be priced at $25 per person. We will block off our Boulevard Six (described below) and admit only persons of age.We will provide alcohol and bring in musical tal ent to perform every Saturday night. Distribution The main channel of distribution will continue to be Six Flags parks. The majority of our marketing plan is focused around promotional and pricing methodologies, with the promos taking place in Six Flags. Through the price promos we execute, we anticipate an increase in sales of in-park merchandise as consumers will have more disposable income due to their savings on park admission. There will be one other channel of distribution, however, for the thrill Motion Ride simulators.The ride simulators will be distributed throughout all major metropolitan malls that will be in close proximity to a Six Flags park. Malls are a choice location as they allow us to reach the broad demographics we target – families, teens, and young adults. Implementation and Control Financial Data Six Flags is in financial distress, which might lead Six Flags to file chapter-eleven for bankruptcy. Furthermore, in October of 2008, the New York Stock Excha nge penalized Six Flags since its stockholder equity had fallen below $75-million, and the stock price had fallen below one-dollar violating the New York Stock Exchange standards. 4 If Six Flags does not increase its stock price 11 Confidential For Internal Use Only Team 8 and market capitalization, it risks being removed from the NYSE. 15 Six Flags will not be able to continue operating without finding a plan to restructure the debt. Six Flags lost $113 million in 2008, which is compared to $253 million in 2007. However, the most recent forth quarter its reported loss is $201 million, which is compared to 2007 forth quarter $127 million. 16 The projections for Six Flags are concerning. First, by August 15th of 2009, Six Flags must pay $287. million in Preferred Income Equity Redeemable Shares to the shareholders. However, if Six Flags failed, the amount would reach in excess of $318 million. 17 Second, the financial situation is very critical further complicating Six Flags ability to continue operating. Due to major banks being in financial trouble, there is no access to adequate capital resources and lending procedures are more stringent. In order to obtain capital, our group is projecting the possibility of Busch Entertainment Corporation, a competing theme park operator in the United States, to acquire Six Flags.Busch Entertainment Corporation is a subsidiary of Anheuser- Busch. Busch Entertainment Corporation operates nine-theme parks across the nation including the Sea World and Busch Garden Parks. The company’s financial performance has been generating revenue of $1. 3 Billion and a positive earned income on the revenue. 18 Therefore, by reaching such a deal, Six Flags can have access to capital to meet the financial obligations and payoff the creditors. On the other hand, it will diversify its risk portfolio, and the advantages to share assets of both Six Flags and Busch Entertainment Corporation.Financial Projection Financial Control Six Flags CEO has been proactive in restructuring the Six Flags itself, and not only the debt. For instance, by making some major changes, Six Flags can survive these crucial economic circumstances. Therefore, CEO Mark Shapiro has used his private equity firm, Red Zone Capital, for purchasing the restaurant chain Johnny Rockets in order to integrate the chain into all parks. In addition, Red Zone Capital bought Dick Clark Productions, television home of the Golden Globe Awards, and the Academy of Country Music Awards.This was done with the intention of featuring celebrity and music events in the parks to generate revenue and stimulate and increase foot traffic. 19 Financial control over the Six Flags situation is still valid, by both restructuring the debt, and the theme parks. In addition, to potential of gaining access to some financial resources from a possible merger or consolidation with the Busch Entertainment Corporation is valid as the firms have similar revenue models and Busch has e xperienced more successful financial performance than Six Flags. ConclusionSix Flags financial situation is extremely dire and the firm is currently floundering to stay afloat. We believe that with our Marketing Plan, we may enable them to greatly increase foot traffic and sales revenue. The pricing promotions will bring people to the park and cause them to spend the money they save on ticket sales, on in-park food or merchandise. The promotions for young adults featuring 21+ nights will provide a great source of income through food and alcoholic beverage sales. The Boulevard will further create a diversified source of revenue.The re-positioning of Six Flags as a fun, low-cost entertainment destination for the family will further increase their target market and communicate value to price-sensitive consumers. Six Flags is an enjoyable theme park where all of your family entertaining needs may be met. We anticipate an increase in Six Flags performance through the execution of our Mar keting Plan. 12 Confidential For Internal Use Only Team 8 McCann, Kyle. â€Å"Rough Year Recorded at Six Flags. † ABC2News. com. 12 March 2009. 7 May 2009 . 2 â€Å"Six Flags – Investor Relations. † Six Flags. 10 May 2009

The Da Vinci Code Chapter 1-3

CHAPTER 1 Robert Langdon awoke slowly. A telephone was ringing in the darkness – a tinny, unfamiliar ring. He fumbled for the bedside lamp and turned it on. Squinting at his surroundings he saw a plush Renaissance bedroom with Louis XVI furniture, hand-frescoed walls, and a colossal mahogany four-poster bed. Where the hell am I? The jacquard bathrobe hanging on his bedpost bore the monogram: HOTEL RITZ PARIS. Slowly, the fog began to lift. Langdon picked up the receiver. â€Å"Hello?† â€Å"Monsieur Langdon?† a man's voice said. â€Å"I hope I have not awoken you?† Dazed, Langdon looked at the bedside clock. It was 12:32 A. M. He had been asleep only an hour, but he felt like the dead. â€Å"This is the concierge, monsieur. I apologize for this intrusion, but you have a visitor. He insists it is urgent.† Langdon still felt fuzzy. A visitor? His eyes focused now on a crumpled flyer on his bedside table. THE AMERICAN UNIVERSITY OF PARIS proudly presents AN EVENING WITH ROBERT LANGDON PROFESSOR OF RELIGIOUS SYMBOLOGY, HARVARD UNIVERSITY Langdon groaned. Tonight's lecture – a slide show about pagan symbolism hidden in the stones of Chartres Cathedral – had probably ruffled some conservative feathers in the audience. Most likely, some religious scholar had trailed him home to pick a fight. â€Å"I'm sorry,† Langdon said, â€Å"but I'm very tired and – † â€Å"Mais, monsieur,†the concierge pressed, lowering his voice to an urgent whisper. â€Å"Your guest is an important man.† Langdon had little doubt. His books on religious paintings and cult symbology had made him a reluctant celebrity in the art world, and last year Langdon's visibility had increased a hundred fold after his involvement in a widely publicized incident at the Vatican. Since then, the stream of self- important historians and art buffs arriving at his door had seemed never-ending. â€Å"If you would be so kind,† Langdon said, doing his best to remain polite,† could you take the man's name and number, and tell him I'll try to call him before I leave Paris on Tuesday? Thank you.† He hung up before the concierge could protest. Sitting up now, Langdon frowned at his bedside Guest Relations Handbook, whose cover boasted: SLEEP LIKE A BABY IN THE CITY OF LIGHTS. SLUMBER AT THE PARIS RITZ. He turned and gazed tiredly into the full-length mirror across the room. The man staring back at him was a stranger – tousled and weary. You need a vacation, Robert. The past year had taken a heavy toll on him, but he didn't appreciate seeing proof in the mirror. His usually sharp blue eyes looked hazy and drawn tonight. A dark stubble was shrouding his strong jaw and dimpled chin. Around his temples, the gray highlights were advancing, making their way deeper into his thicket of coarse black hair. Although his female colleagues insisted the gray only accentuated his bookish appeal, Langdon knew better. If Boston Magazine could see me now. Last month, much to Langdon's embarrassment, Boston Magazine had listed him as one of that city's top ten most intriguing people – a dubious honor that made him the brunt of endless ribbing by his Harvard colleagues. Tonight, three thousand miles from home, the accolade had resurfaced to haunt him at the lecture he had given. â€Å"Ladies and gentlemen†¦Ã¢â‚¬  the hostess had announced to a full house at the American University of Paris's Pavilion Dauphine,† Our guest tonight needs no introduction. He is the author of numerous books: The Symbology of Secret Sects, The An of the Illuminati, The Lost Language of Ideograms, and when I say he wrote the book on Religious Iconology, I mean that quite literally. Many of you use his textbooks in class.† The students in the crowd nodded enthusiastically. â€Å"I had planned to introduce him tonight by sharing his impressive curriculum vitae. However†¦Ã¢â‚¬  She glanced playfully at Langdon, who was seated onstage. â€Å"An audience member has just handed me a far more, shall we say†¦ intriguing introduction.† She held up a copy of Boston Magazine. Langdon cringed. Where the hell did she get that? The hostess began reading choice excerpts from the inane article, and Langdon felt himself sinking lower and lower in his chair. Thirty seconds later, the crowd was grinning, and the woman showed no signs of letting up. â€Å"And Mr. Langdon's refusal to speak publicly about his unusual role in last year's Vatican conclave certainly wins him points on our intrigue-o-meter.† The hostess goaded the crowd. â€Å"Would you like to hear more?† The crowd applauded. Somebody stop her, Langdon pleaded as she dove into the article again. â€Å"Although Professor Langdon might not be considered hunk-handsome like some of our younger awardees, this forty-something academic has more than his share of scholarly allure. His captivating presence is punctuated by an unusually low, baritone speaking voice, which his female students describe as ‘chocolate for the ears.' The hall erupted in laughter. Langdon forced an awkward smile. He knew what came next – some ridiculous line about† Harrison Ford in Harris tweed† – and because this evening he had figured it was finally safe again to wear his Harris tweed and Burberry turtleneck, he decided to take action. â€Å"Thank you, Monique,† Langdon said, standing prematurely and edging her away from the podium. â€Å"Boston Magazine clearly has a gift for fiction.† He turned to the audience with an embarrassed sigh. â€Å"And if I find which one of you provided that article, I'll have the consulate deport you.† The crowd laughed. â€Å"Well, folks, as you all know, I'm here tonight to talk about the power of symbols †¦Ã¢â‚¬  The ringing of Langdon's hotel phone once again broke the silence. Groaning in disbelief, he picked up. â€Å"Yes?† As expected, it was the concierge. â€Å"Mr. Langdon, again my apologies. I am calling to inform you that your guest is now en route to your room. I thought I should alert you.† Langdon was wide awake now. â€Å"You sent someone to my room?† â€Å"I apologize, monsieur, but a man like this†¦ I cannot presume the authority to stop him.† â€Å"Who exactly is he?† But the concierge was gone. Almost immediately, a heavy fist pounded on Langdon's door. Uncertain, Langdon slid off the bed, feeling his toes sink deep into the savonniere carpet. He donned the hotel bathrobe and moved toward the door. â€Å"Who is it?† â€Å"Mr. Langdon? I need to speak with you.† The man's English was accented – a sharp, authoritative bark. â€Å"My name is Lieutenant Jerome Collet. Direction Centrale Police Judiciaire.† Langdon paused. The Judicial Police? The DCPJ was the rough equivalent of the U. S. FBI. Leaving the security chain in place, Langdon opened the door a few inches. The face staring back at him was thin and washed out. The man was exceptionally lean, dressed in an official-looking blue uniform. â€Å"May I come in?† the agent asked. Langdon hesitated, feeling uncertain as the stranger's sallow eyes studied him. â€Å"What is this all about?† â€Å"My capitaine requires your expertise in a private matter.† â€Å"Now?† Langdon managed. â€Å"It's after midnight.† â€Å"Am I correct that you were scheduled to meet with the curator of the Louvre this evening?† Langdon felt a sudden surge of uneasiness. He and the revered curator Jacques Sauniere had been slated to meet for drinks after Langdon's lecture tonight, but Sauniere had never shown up. â€Å"Yes. How did you know that?† â€Å"We found your name in his daily planner.† â€Å"I trust nothing is wrong?† The agent gave a dire sigh and slid a Polaroid snapshot through the narrow opening in the door. When Langdon saw the photo, his entire body went rigid.† This photo was taken less than an hour ago. Inside the Louvre.† As Langdon stared at the bizarre image, his initial revulsion and shock gave way to a sudden upwelling of anger. â€Å"Who would do this!† â€Å"We had hoped that you might help us answer that very question, considering your knowledge in symbology and your plans to meet with him.† Langdon stared at the picture, his horror now laced with fear. The image was gruesome and profoundly strange, bringing with it an unsettling sense of deja vu. A little over a year ago, Langdon had received a photograph of a corpse and a similar request for help. Twenty-four hours later, he had almost lost his life inside Vatican City. This photo was entirely different, and yet something about the scenario felt disquietingly familiar. The agent checked his watch. â€Å"My capitaine is waiting, sir.† Langdon barely heard him. His eyes were still riveted on the picture. â€Å"This symbol here, and the way his body is so oddly†¦Ã¢â‚¬  â€Å"Positioned?† the agent offered. Langdon nodded, feeling a chill as he looked up. â€Å"I can't imagine who would do this to someone.† The agent looked grim. â€Å"You don't understand, Mr. Langdon. What you see in this photograph†¦Ã¢â‚¬  He paused. â€Å"Monsieur Sauniere did that to himself.† CHAPTER 2 One mile away, the hulking albino named Silas limped through the front gate of the luxurious brownstone residence on Rue La Bruyere. The spiked cilice belt that he wore around his thigh cut into his flesh, and yet his soul sang with satisfaction of service to the Lord. Pain is good. His red eyes scanned the lobby as he entered the residence. Empty. He climbed the stairs quietly, not wanting to awaken any of his fellow numeraries. His bedroom door was open; locks were forbidden here. He entered, closing the door behind him. The room was spartan – hardwood floors, a pine dresser, a canvas mat in the corner that served as his bed. He was a visitor here this week, and yet for many years he had been blessed with a similar sanctuary in New York City. The Lord has provided me shelter and purpose in my life. Tonight, at last, Silas felt he had begun to repay his debt. Hurrying to the dresser, he found the cell phone hidden in his bottom drawer and placed a call. â€Å"Yes?† a male voice answered. â€Å"Teacher, I have returned.† â€Å"Speak,† the voice commanded, sounding pleased to hear from him. â€Å"All four are gone. The three senechaux†¦and the Grand Master himself.† There was a momentary pause, as if for prayer. â€Å"Then I assume you have the information?† â€Å"All four concurred. Independently.† â€Å"And you believed them?† â€Å"Their agreement was too great for coincidence.† An excited breath. â€Å"Excellent. I had feared the brotherhood's reputation for secrecy might prevail.† â€Å"The prospect of death is strong motivation.† â€Å"So, my pupil, tell me what I must know.† Silas knew the information he had gleaned from his victims would come as a shock. â€Å"Teacher, all four confirmed the existence of the clef de voute†¦the legendary keystone.† He heard a quick intake of breath over the phone and could feel the Teacher's excitement. â€Å"The keystone.Exactly as we suspected.† According to lore, the brotherhood had created a map of stone – a clef de voute†¦or keystone – an engraved tablet that revealed the final resting place of the brotherhood's greatest secret†¦ information so powerful that its protection was the reason for the brotherhood's very existence. â€Å"When we possess the keystone,† the Teacher said,† we will be only one step away.† â€Å"We are closer than you think. The keystone is here in Paris.† â€Å"Paris? Incredible. It is almost too easy.† Silas relayed the earlier events of the evening†¦ how all four of his victims, moments before death, had desperately tried to buy back their godless lives by telling their secret. Each had told Silas the exact same thing – that the keystone was ingeniously hidden at a precise location inside one of Paris's ancient churches – the Eglise de Saint-Sulpice. â€Å"Inside a house of the Lord,† the Teacher exclaimed. â€Å"How they mock us!† â€Å"As they have for centuries.† The Teacher fell silent, as if letting the triumph of this moment settle over him. Finally, he spoke. â€Å"You have done a great service to God. We have waited centuries for this. You must retrieve the stone for me. Immediately. Tonight. You understand the stakes.† Silas knew the stakes were incalculable, and yet what the Teacher was now commanding seemed impossible. â€Å"But the church, it is a fortress. Especially at night. How will I enter?† With the confident tone of a man of enormous influence, the Teacher explained what was to be done. When Silas hung up the phone, his skin tingled with anticipation. One hour, he told himself, grateful that the Teacher had given him time to carry out the necessary penance before entering a house of God. I must purge my soul of today's sins.The sins committed today had been holy in purpose. Acts of war against the enemies of God had been committed for centuries. Forgiveness was assured. Even so, Silas knew, absolution required sacrifice. Pulling his shades, he stripped naked and knelt in the center of his room. Looking down, he examined the spiked cilice belt clamped around his thigh. All true followers of The Way wore this device – a leather strap, studded with sharp metal barbs that cut into the flesh as a perpetual reminder of Christ's suffering. The pain caused by the device also helped counteract the desires of the flesh. Although Silas already had worn his cilice today longer than the requisite two hours, he knew today was no ordinary day. Grasping the buckle, he cinched it one notch tighter, wincing as the barbs dug deeper into his flesh. Exhaling slowly, he savored the cleansing ritual of his pain. Pain is good, Silas whispered, repeating the sacred mantra of Father Josemaria Escriva – the Teacher of all Teachers. Although Escriva had died in 1975, his wisdom lived on, his words still whispered by thousands of faithful servants around the globe as they knelt on the floor and performed the sacred practice known as† corporal mortification.† Silas turned his attention now to a heavy knotted rope coiled neatly on the floor beside him. TheDiscipline. The knots were caked with dried blood. Eager for the purifying effects of his own agony, Silas said a quick prayer. Then, gripping one end of the rope, he closed his eyes and swung it hard over his shoulder, feeling the knots slap against his back. He whipped it over his shoulder again, slashing at his flesh. Again and again, he lashed. Castigo corpus meum. Finally, he felt the blood begin to flow. CHAPTER 3 The crisp April air whipped through the open window of the Citroen ZX as it skimmed south past the Opera House and crossed Place Vend;me. In the passenger seat, Robert Langdon felt the city tear past him as he tried to clear his thoughts. His quick shower and shave had left him looking reasonably presentable but had done little to ease his anxiety. The frightening image of the curator's body remained locked in his mind. Jacques Sauniere is dead. Langdon could not help but feel a deep sense of loss at the curator's death. Despite Sauniere's reputation for being reclusive, his recognition for dedication to the arts made him an easy man to revere. His books on the secret codes hidden in the paintings of Poussin and Teniers were some of Langdon's favorite classroom texts. Tonight's meeting had been one Langdon was very much looking forward to, and he was disappointed when the curator had not shown. Again the image of the curator's body flashed in his mind. Jacques Sauniere did that to himself?Langdon turned and looked out the window, forcing the picture from his mind. Outside, the city was just now winding down – street vendors wheeling carts of candied amandes, waiters carrying bags of garbage to the curb, a pair of late night lovers cuddling to stay warm in a breeze scented with jasmine blossom. The Citroen navigated the chaos with authority, its dissonant two-tone siren parting the traffic like a knife. â€Å"Le capitaine was pleased to discover you were still in Paris tonight,† the agent said, speaking for the first time since they'd left the hotel. â€Å"A fortunate coincidence.† Langdon was feeling anything but fortunate, and coincidence was a concept he did not entirely trust. As someone who had spent his life exploring the hidden interconnectivity of disparate emblems and ideologies, Langdon viewed the world as a web of profoundly intertwined histories and events. The connections may be invisible, he often preached to his symbology classes at Harvard, but they are always there, buried just beneath the surface. â€Å"I assume,† Langdon said,† that the American University of Paris told you where I was staying?† The driver shook his head. â€Å"Interpol.† Interpol, Langdon thought. Of course.He had forgotten that the seemingly innocuous request of all European hotels to see a passport at check-in was more than a quaint formality – it was the law. On any given night, all across Europe, Interpol officials could pinpoint exactly who was sleeping where. Finding Langdon at the Ritz had probably taken all of five seconds. As the Citroen accelerated southward across the city, the illuminated profile of the Eiffel Tower appeared, shooting skyward in the distance to the right. Seeing it, Langdon thought of Vittoria, recalling their playful promise a year ago that every six months they would meet again at a different romantic spot on the globe. The Eiffel Tower, Langdon suspected, would have made their list. Sadly, he last kissed Vittoria in a noisy airport in Rome more than a year ago. â€Å"Did you mount her?† the agent asked, looking over. Langdon glanced up, certain he had misunderstood. â€Å"I beg your pardon?† â€Å"She is lovely, no?† The agent motioned through the windshield toward the Eiffel Tower. â€Å"Have you mounted her?† Langdon rolled his eyes. â€Å"No, I haven't climbed the tower.† â€Å"She is the symbol of France. I think she is perfect.† Langdon nodded absently. Symbologists often remarked that France – a country renowned for machismo, womanizing, and diminutive insecure leaders like Napoleon and Pepin the Short – could not have chosen a more apt national emblem than a thousand-foot phallus. When they reached the intersection at Rue de Rivoli, the traffic light was red, but the Citroen didn't slow. The agent gunned the sedan across the junction and sped onto a wooded section of Rue Castiglione, which served as the northern entrance to the famed Tuileries Gardens – Paris's own version of Central Park. Most tourists mistranslated Jardins des Tuileries as relating to the thousands of tulips that bloomed here, but Tuileries was actually a literal reference to something far less romantic. This park had once been an enormous, polluted excavation pit from which Parisian contractors mined clay to manufacture the city's famous red roofing tiles – or tuiles. As they entered the deserted park, the agent reached under the dash and turned off the blaring siren. Langdon exhaled, savoring the sudden quiet. Outside the car, the pale wash of halogen headlights skimmed over the crushed gravel parkway, the rugged whir of the tires intoning a hypnotic rhythm. Langdon had always considered the Tuileries to be sacred ground. These were the gardens in which Claude Monet had experimented with form and color, and literally inspired the birth of the Impressionist movement. Tonight, however, this place held a strange aura of foreboding. The Citroen swerved left now, angling west down the park's central boulevard. Curling around a circular pond, the driver cut across a desolate avenue out into a wide quadrangle beyond. Langdon could now see the end of the Tuileries Gardens, marked by a giant stone archway. Arc du Carrousel. Despite the orgiastic rituals once held at the Arc du Carrousel, art aficionados revered this place for another reason entirely. From the esplanade at the end of the Tuileries, four of the finest art museums in the world could be seen†¦ one at each point of the compass. Out the right-hand window, south across the Seine and Quai Voltaire, Langdon could see the dramatically lit facade of the old train station – now the esteemed Musee d'Orsay. Glancing left, he could make out the top of the ultramodern Pompidou Center, which housed the Museum of Modern Art. Behind him to the west, Langdon knew the ancient obelisk of Ramses rose above the trees, marking the Musee du Jeu de Paume. But it was straight ahead, to the east, through the archway, that Langdon could now see the monolithic Renaissance palace that had become the most famous art museum in the world. Musee du Louvre. Langdon felt a familiar tinge of wonder as his eyes made a futile attempt to absorb the entire mass of the edifice. Across a staggeringly expansive plaza, the imposing facade of the Louvre rose like a citadel against the Paris sky. Shaped like an enormous horseshoe, the Louvre was the longest building in Europe, stretching farther than three Eiffel Towers laid end to end. Not even the million square feet of open plaza between the museum wings could challenge the majesty of the facade's breadth. Langdon had once walked the Louvre's entire perimeter, an astonishing three-mile journey. Despite the estimated five days it would take a visitor to properly appreciate the 65, 300 pieces of art in this building, most tourists chose an abbreviated experience Langdon referred to as â€Å"Louvre Lite† – a full sprint through the museum to see the three most famous objects: the Mona Lisa, Venus de Milo, and Winged Victory.Art Buchwald had once boasted he'd seen all three masterpieces in five minutes and fifty-six seconds. The driver pulled out a handheld walkie-talkie and spoke in rapid-fire French. â€Å"Monsieur Langdonest arrive.Deux minutes.† An indecipherable confirmation came crackling back. The agent stowed the device, turning now to Langdon. â€Å"You will meet the capitaine at the main entrance.† The driver ignored the signs prohibiting auto traffic on the plaza, revved the engine, and gunned the Citroen up over the curb. The Louvre's main entrance was visible now, rising boldly in the distance, encircled by seven triangular pools from which spouted illuminated fountains. La Pyramide. The new entrance to the Paris Louvre had become almost as famous as the museum itself. The controversial, neomodern glass pyramid designed by Chinese-born American architect I. M. Peistill evoked scorn from traditionalists who felt it destroyed the dignity of the Renaissance courtyard. Goethe had described architecture as frozen music, and Pei's critics described this pyramid as fingernails on a chalkboard. Progressive admirers, though, hailed Pei's seventy-one-foot-tall transparent pyramid as a dazzling synergy of ancient structure and modern method – a symbolic link between the old and new – helping usher the Louvre into the next millennium. â€Å"Do you like our pyramid?† the agent asked. Langdon frowned. The French, it seemed, loved to ask Americans this. It was a loaded question, of course. Admitting you liked the pyramid made you a tasteless American, and expressing dislike was an insult to the French. â€Å"Mitterrand was a bold man,† Langdon replied, splitting the difference. The late French president who had commissioned the pyramid was said to have suffered from a† Pharaoh complex.† Singlehandedly responsible for filling Paris with Egyptian obelisks, art, and artifacts. Franà §ois Mitterrand had an affinity for Egyptian culture that was so all-consuming that the French still referred to him as the Sphinx. â€Å"What is the captain's name?† Langdon asked, changing topics. â€Å"Bezu Fache,† the driver said, approaching the pyramid's main entrance. â€Å"We call him le Taureau.† Langdon glanced over at him, wondering if every Frenchman had a mysterious animal epithet. â€Å"You call your captain the Bull?† The man arched his eyebrows. â€Å"Your French is better than you admit, Monsieur Langdon.† My French stinks, Langdon thought, but my zodiac iconography is pretty good.Taurus was always the bull. Astrology was a symbolic constant all over the world. The agent pulled the car to a stop and pointed between two fountains to a large door in the side of the pyramid. â€Å"There is the entrance. Good luck, monsieur.† â€Å"You're not coming?† â€Å"My orders are to leave you here. I have other business to attend to.† Langdon heaved a sigh and climbed out. It's your circus. The agent revved his engine and sped off. As Langdon stood alone and watched the departing taillights, he realized he could easily reconsider, exit the courtyard, grab a taxi, and head home to bed. Something told him it was probably a lousy idea. As he moved toward the mist of the fountains, Langdon had the uneasy sense he was crossing an imaginary threshold into another world. The dreamlike quality of the evening was settling around him again. Twenty minutes ago he had been asleep in his hotel room. Now he was standing in front of a transparent pyramid built by the Sphinx, waiting for a policeman they called the Bull. I'm trapped in a Salvador Dali painting, he thought. Langdon strode to the main entrance – an enormous revolving door. The foyer beyond was dimly lit and deserted. Do I knock? Langdon wondered if any of Harvard's revered Egyptologists had ever knocked on the front door of a pyramid and expected an answer. He raised his hand to bang on the glass, but out of the darkness below, a figure appeared, striding up the curving staircase. The man was stocky and dark, almost Neanderthal, dressed in a dark double-breasted suit that strained to cover his wide shoulders. He advanced with unmistakable authority on squat, powerful legs. He was speaking on his cell phone but finished the call as he arrived. He motioned for Langdon to enter. â€Å"I am Bezu Fache,† he announced as Langdon pushed through the revolving door. â€Å"Captain of the Central Directorate Judicial Police.† His tone was fitting – a guttural rumble†¦ like a gathering storm. Langdon held out his hand to shake. â€Å"Robert Langdon.† Fache's enormous palm wrapped around Langdon's with crushing force. â€Å"I saw the photo,† Langdon said. â€Å"Your agent said Jacques Sauniere himself did – â€Å" â€Å"Mr. Langdon,† Fache's ebony eyes locked on. â€Å"What you see in the photo is only the beginning of what Sauniere did.†

Human development Essays

Human development Essays Human development Essay Human development Essay The purpose of this paper is to think of a particular time In my childhood and apply Brotherlinesss five systems to that particular time. Erie Brotherlinesss ecological theory in child development suggest that five levels of the environment simultaneously influences us as children. Frontbencher believes that we cannot fully understand the phenomenon of continuity and bio-psychological characteristics of a child without considering how we are influence by each level of our environment. The 5 levels he mentions are, Microsystems, Microsystems, Ecosystem, Microsystems and Chronometers (Feldman 2011). I grew up on the island of Montmartre which is a British territory, where the environment helped shape who I am today, I moved to the united states when I was 13 years old, where I realized that life there was much different than what I was accustom to, for I no longer had the support from the community and family members I had grown so accustomed to. This is why I found Brotherlinesss biological approach so interesting because it reminded me Just how much I had lost and how much I had achieved. The particular time period In my childhood that I would like to discuss in this essay is when I was about 10 years old. I chose this time period due to the fact that this was a time when life changed for my family and me in more ways than one, in some ways positive but in many ways negative. The most serious Impact on my life occurred at the age of 10 years old, which I will be discussing in detail further on in this essay. According to my reading the Microsystems is defined as the everyday immediate environment in which we lead our lives. (Feldman 2011). In my case the immediate environment at that time were my friends, teachers, brothers, and the community, they were part of the long-term Immediate environment In which I placed my trust, other temporary Microsystems that came and went are athletic clubs, boy scouts, and church, through those Microsystems I got a chance to build relationships, built various skills, and I also learned how to socialize through personal experience. At about age 10 1 developed a love for track and field and went on to win numerous medals In school which Is a personal success story of mine. In this period in time I could remember my family was close, but at the same time, having regular arguments and fights, I thought thing of It at the time, for I would Join the arguments to defend my mother in particular. I didnt have a father In my life so my mother was the one that took care of me, not having a father in the picture was not a good experience for me, I think this is why I was so close with my mother. My brothers I could remember were always there willing to teach what they knew, there were times when I wanted to be like my older brothers. I was younger than they were but we would socialize Like we were friends we, had a good relationship, through my brothers I learned how to act in school, all of those social interactions were crucial to my development. My family had the same problems like every other family but I felt protected surrounded by them. My mother and grandfather were always arguing, I would try to defend my mother of course. At age 10 1 could remember going to school, I was already tough because of what I learned from my brothers, I got in all sorts of fights with the other students but 1 OFF around. The teachers in the school were strict, they were allowed to use corporal punishment, so I would often get punished for not doing homework, fighting, and arioso other reasons. My peers at the time from what I could remember were tough. My community I would describe as been close, the community demanded respect, I could not pass someone without saying good day or good morning or I would be punished. The Microsystems refers to all the settings in which a child personally interacts and is influenced, so in my case my Microsystems are family, athletic clubs, and children in the community. All of those personal social interactions are what influenced me at the time, and which, makes up one of the 4 system of Brotherlinesss which is the Microsystems. According to the reading the Microsystems provides connections between various aspects of the Microsystems, the Microsystems binds children to parents, students to teacher and friends to friends (Feldman 2011). When two Microsystems come together, they form a Microsystems, most time a unique and positive experience is created, but other times you have confusion and stress on the child. My mother had minimal interactions with my peers but when my peers would come to my house she would interact with them, she had different rules in the house so there were often confusion, for example no eating n the living room, and no swearing in the house, this was due to the fact that two Microsystems came together creating a rift between acceptable behavior. She was very involved in my school affairs, she knew most of the teachers personally so she interacted with them on a regular basis, I would go as far as to say she was friends with a lot of the teachers at the school, all of the teachers were from the community, I couldnt hide exam results, or if I failed to do my homework the teachers knew her personally so they would call her. By bringing teacher and my parent together a ecosystem was created, the interaction between my parent and teacher showed me that they were interested in how well I was doing in school and was united in making sure I did my best. My mother was particularly strict and persistent when it came to me doing my homework, she would stay up all night if she had to, to help me with my homework and if I didnt do my homework and she found out I would be punished. I was involved in athletics throughout my school life and the community would be there to cheer on the children, so they were very engaged in our sports activities, because the community was small everyone knew each other personally from searchers, members of the community and friends, we all had a type of bond linking us together, if one person died we would all feel it. I would say that the Microsystems had a positive influence on me because it provide me the social support and consistency in practically every activity I took part in at that time. If I am correct my ethnic heritage is afro-Caribbean, am affiliated with the Christian church. At 10 years old I was not too familiar with what was going on in the rest of the world, there were murmurs of war overseas, but I was only 10 it didnt register to me or mean anything to me at the time. At that time I was influence by the Christian religion and the church, for my mother was adamant about us going to church every Sunday. According to the reading the macro system represents the larger cultural influences on an individual for example society, types of government, religious and political value system and other broad, encompassing factors are part of the macro system religious beliefs, or political views which are part of the macro system. According to my reading the Ecosystem represent broader influence, encompassing social institution such as local governments, the community, schools, places of worship and he local media (Feldman, 2011). My mother was the secretary of the secondary school on the island, I do not think I took any vacation at that age, my mother was a single parent and was never married, and there was no father in the picture. I could remember when my mother my went away for a long time and I had to stay with friends and relatives, I had to live under a set of different rules I felt that the love that I had from family around me no longer existed, things changed for that time period I didnt have my peers, or teachers around, this created confusion and I became assistant. I would say the single historical event that effected my development at that time was the volcanic eruption that destroyed my island. When the volcano erupted everything changed, my school life was over, a lot of the influential people left the island, and my school was transformed into a shelter, so I was forced to leave for the United States. According to my reading the chronometers involves the way the passage of time historical events affect ones development (Feldman 2014). Due to the eruption I had to live under different rules, go to a new in school, find new friends ND live in the new household, I became a different person due to that event.