Hamlets Character Essays - Characters In Hamlet,

Hamlet's Character In Hamlet's speech in act three, scene three Hamlet discloses many facets of his character to us, aspects that we have thus far only been able to see as fragments in other speeches. He reveals himself to be an over-analytical man who often procrastinates. He also shows that he does not really want to kill Claudius but feels compelled to out of a sense of duty to his dead father. Hamlet demonstrates his over-analytical nature in line seventy-three of the speech when he says "That would be scann'd:", meaning that he should examine his situation more closely. Instead of simply killing Claudius while he had the chance he over-analyses and eventually decides to postpone Claudius' murder, missing the best chance he will obtain in the play. Hamlet is also a procrastinator and this is demonstrated many times in the play. In line eighty he says "Why, this is hire and salary, not revenge". He knows that he must kill Claudius but he postpones it. This almost suggests that Hamlet does not really want to kill Claudius, but feels obligated to do so. Through his over-analysis he seems to be almost talking himself out of doing his job. One of Hamlet's most renown traits is his over-analysis of conversational topics and situations in which action must be taken. An example of his over-analytical nature is apparent in his speech in act one, scene four, line 13. He begins his speech quite normally, replying with a simple answer to Horatio's inquiry but then his thoughts begin to wander and he starts to analyze and philosophize about topics unrelated to Horatio's question. Another trait of Hamlet is the way he procrastinates. For example, in act two, scene two, line 603 he convinces himself that his plan to add sixteen lines to the play and watch Claudius' reaction, rather than completing his task, is the best plan of action. Although in the end he postpones the murder of Claudius, beginning on line 570 he acknowledges his lack of action. This also shows that Hamlet does not really want to kill the king and that he will go to great lengths to postpone his duty. In fact, Hamlet reveals to us about his unwillingness to kill Claudius early in the play. In act one, scene five, line 189 he says "O cursed spite,/That ever I was born to set it right!", meaning that he is angry that he is now put in the position of having to kill the king and he is sorry that he was born with this destiny.

Michael Porters Strategy Essays

Michael Porters Strategy Essays Michael Porters Strategy Essay Michael Porters Strategy Essay Michael Porters Strategy Michael Porter is the University Professor (the highest honor in Harvard University) in Harvard Business School. He is acknowledged as the father of competitive strategy. He has two main theoretical perspectives; one is â€Å"the five forces model of competition†, and the other one is just the â€Å"three competition strategies† (Michael Porters Strategy). The three competition strategies are cost leadership strategy, differentiation strategy and segmentation strategy. These strategies are used for people to achieve, maintain and even increase their competitiveness of their business. Porter thought that the purpose of these strategies is to make the business of the enterprises better than their competitors: some of the enterprises can gain higher revenue in some industries; however, in some other industries, the success of one of the strategies may just give the enterprise a little bit profit. Porter also said that the possibility could be very low that the basic goal of an enterprise may be more than one. Because enterprises need to try their best to achieve one strategy and they also need organizational arrangement to support the strategy. If the enterprise has more than one goal, these resources will be dispersed. Cost leadership strategy. This strategy asks the enterprises to establish efficient production line, decrease the cost on the basis of their experience, and control the cost of management and production cost, so as to reduce the costs of RD (research and development), service, marketing, advertising, etc. In order to reach these goals, management need to be highly concentrated. If the enterprise has low cost, it means that this enterprise can earn more value when other enterprises lose profit in competition. Enterprises need to obtain high relative market share or other strength, such as good communication with raw material suppliers, to get the good status of the lowest total cost. This status is very attractive; because once an enterprise wins the status, they can get higher marginal profit, as well as invest to new equipment and modern equipment to keep their leading position of cost. This kind of re-invest is the precondition of keeping the condition of low cost. Differentiation strategy. Differentiation strategy is to make the products or service differently to make them special. There are many ways to achieve this strategy: design the brand image, make technic unique, perform distinctive, provide customer service, build business network and make other aspect unique. The best way is that the enterprise has many differentiation characters. If this strategy implemented well, it can make the enterprise get high level of profit. Porter thought that building differentiation strategy means that the enterprise needs to think clearly because of the exclusiveness of it. The strategy cannot stay with increasing market share. Enterprises need to spend high cost when establishing this strategy. Though clients know clearly about the special strength of the enterprise, they may not have the ability or they are not willing to pay for the high cost the enterprises asked them to pay. Segmentation strategy. This strategy focuses on a special client group, or a small area of the production line or a special market. Segmentation strategy focuses on better service a special target, while the other two strategies focus on the whole industry. The precondition of this strategy is that the business of the enterprise can provide better service and higher efficiency to its special strategic target, so as to exceed other competitors in broader area. Porter said that this strategy could both achieve differentiation and low cost. However, this strategy means that the market share is limited. Segmentation strategy cannot increase both profit rate and the amount of sales. Porter indicated that enterprises need to make sure about the three strategies and they should make a fundamental strategic decision to close up to the three strategies, but not hesitate at the crosswords. Once the enterprise does not make the decision, they will spend much money and time. Using these strategies one by one will be failed, cause the requirement of them are totally different. Baike, 2013, â€Å"Michael Porter†, Biaduoedia, viewed at March 12th 2013, http://baike. baidu. com/view/431563. htm Wiki, 2013, â€Å"Porter’s generic etrategy†, wiki article, viewed at March 12th 2013, http://en. wikipedia. org/wiki/Porters_generic_strategies;

Imperial Tobacco- International Management Report Essay

Imperial Tobacco- International Management Report - Essay Example Imperial predominantly deals in manufacturing, marketing, distribution and sales of a diversified portfolio of cigarettes, tobaccos, cigars, rolling papers and filter tubes. It holds world leader position in premium, high-end cigar and fine-cut tobacco market. The corporation also delivers logistics and distribution services for tobacco and other associated products. In terms of size, it is one of the top four tobacco companies in the world earning operating revenues of ?29,223m in 2011 (Imperial Annual Report, 2011). The four principal tobacco companies: Philip Morris International, British American Tobacco, Japan Tobacco and Imperial Tobacco constitute about 45% of the overall global market or 74% of the total, excluding China (Ash, 2011). Its strong market position, a diversified brand and product portfolio allow Imperial to grow sustainably. However, growing health consciousness, strict government regulations and restrictions on the industry, high excise duties and illicit trade of tobacco products are key threats to Imperial. Overview of Imperial’s Internationalization Owing to increased globalization and competition, volatile environment within nations, Internationalization strategies by corporations have become more and more relevant for their sustainability. With lowering barriers to trade, access to capital and technological innovation, progressively more organizations are exploring options for higher profit and growth by going international. Imperial became public, by listing in London Stock Exchange, in 1996. At that time, Imperial main source of revenues was UK with only 20% of its revenues coming from other parts of the globe (ScanSafe, 2007). Since 1996, the company has accelerated its global expansion plans, acquiring businesses across the world. As of today, the corporation functions in more than 160 markets with 60% of its products sold in the ‘emerging markets’ of Africa, Middle East and Eastern Europe, and 40% in the †˜mature markets’ of Western Europe and USA. Imperial boasts of a strong global footprint with around 50 factories across 160 countries and employing 38,000 people across the globe. The company divides its operations into EU and non-EU countries. Key markets in EU include France, Spain, Germany and UK while key non-EU markets for Imperial are USA, Australia, Morocco, Taiwan, Russia and Ukraine. Since past two decades, the key drivers of internationalization for the company have been declining growth rate in mature markets such as Europe and US, increase in excise duties on tobacco products, overall slump in economy and rise of anti-smoking culture in advanced countries. Non-EU and emerging markets such as North Africa and Asia have indicated favorable macro dynamics such as GDP growth, population growth and female smoking as well as other growth drivers such as consistent market growth in Asia, Africa and Middle East and margin potential in Eastern Europe. Modes of Internatio nalization Like most other companies, Imperial Tobacco Corporation has adopted Internationalization as a key strategy for sustainable growth and maximizing shareholder value. As learnt in the course, there are several modes by which a company enters an international market. These modes include exporting, licensing, international agents and distributors,