A Comparison of Telling in Knight’s Tale and Miller’s Tale of Chaucers

The Importance of Telling in Knight’s Tale and Miller’s Tale In the Canterbury Tales, the Knight begins the tale-telling. Although straws were picked, and the order left to "aventure," or "cas," Harry Bailey seems to have pushed fate. The Knight represents the highest caste in the social hierarchy of the fourteenth century, those who rule, those who pray, and those who work. Assuming that the worldly knight would tell the most entertaining and understandable story (that would shorten their pilgrimage to St. Thomas Becket), Harry tells the Knight to begin. The Knight's tale of love, loyalty, and battle is placed in the chivalric romance genre. The courtly romance concerns the mythical kingdom of Theseus, wealthy rulers, and pagan (mythical) gods. Throughout the tale, the Knight and the other characters refer to the concept of the "wheel of fortune." In the beginning of the tale, weeping, broken women plead to Theseus to help them avenge their husbands. Although impoverished, they tell Theseus that they were all at one point wealthy and of high rank. Even though Theseus is glorified and powerful now, the goddess will spin the "wheel of fortune" and he will one day be low. The concept of destiny and the wheel of fortune represents the Knight's acceptance of an incomprehensible world. His inclusion of the mythical gods, Mars, Venus, Mercury, and Diana furthers this idea. Emily, Arcite, and Palamon each pray to a diety, asking for help and their unattainable wish. In the end, father Saturn decrees Arcite's death. Thus, paradoxical human em otions and senseless tragedy are safely distanced; they are attributed to the will of the pagan gods. Similarly the love triangle between Arcite, Palamon, and Emily stresses tha... ...night, the Miller's characters are not moral or honorable; they simply want to gratify themselves. While the Knight's story ends with an honorable death and a union between lovers, the Miller's tale ends with humiliation: the cuckholded husband is branded insane, Absolom suffered and prank, and Nicolas a painful burn. Consequently the Miller mocks the Knight's prayer. He wishes the company well, but the content of his tale expresses his laughter. In a way he "paid back" the Knight's tale. The Miller tells his tale momentarily to amuse and and embarrass (the Reeve and his own cameo appearance), while the Knight tells a story strong on "sentence" or meaning. The two different motives reveal the fundamental differences between the two men: the noble Knight can still believe in a higher beautiful world, while the Miller cannot accept it ever existed.

On the Road: Jack Kerouacs Rejection of the Middle Class American Drea

Jack Kerouac was one of a group of young men who, immediately after the Second World War, protested against what they saw as the blandness, conformity and lack of cultural purpose of middle-class life in America. The priorities of people of their age, in the mainstream of society, were to get married, to move the suburbs, to have children and to accumulate wealth and possessions. Jack Kerouac and his friends consciously rejected this pursuit of stability and instead looked elsewhere for personal fulfillment. They were the Beats, the pioneers of a counterculture that came to be known as the Beat Generation. The Beats saw mainstream life as a prison. They wanted freedom, the freedom to pick up and go at a moments notice. This search for the true meaning of life was given a literary voice in Jack Kerouac's novel On the Road, written in 1951 but not published until 1957. This essay will investigate some of the aspects of the novel that make it a forceful and complex rejection of the white middle class American dream. Beginning in the winter of 1947 Jack Kerouac undertook a series of journeys by car across the United States and finally into Mexico that he then wrote about in On the Road. The novel conveys a feeling of constant motion, a frenetic search for meaning in an America that is very different from the middle class ideal. Sal Paradise, the narrator of the story, describes an America of constantly changing landscapes peopled by a multitude of colourful characters. Sal Paradise's America is an America where the only commitment seems to be to the immediate gratification found in fast cars, sex, drugs and jazz. Sal's idol and travelling companion is Dean Moriarty, a reckless and hyperactive womanizer who, to Sal, is the phy... ...tual values but also a search for a personal identity that had been lost or maybe had never even existed in the first place. In On the Road, the narrator, Sal Paradise, recounts the details of a search that, ultimately, is not rewarded. Sal's infatuation with Dean Moriarty leads him only to a parting of the ways. When he is abandoned by Dean, whilst seriously ill in Mexico, Sal finally realizes what Dean really stands for. Sal, at last, comes to the understanding that his friend's philosophy is based on the premise that personal authenticity requires the complete abandonment of personal ties. Dean believes that all your energy must be focussed on obtaining your own kicks to the exclusion of everyone else. As Sal says in the final paragraph of the novel, " I realized what a rat he was" (302). Works Cited Kerouac, Jack. On the Road. New York: Viking Press, 1957.

aristotle :: essays research papers

In my opinion the consequences of our actions should play as a reminder in our effort to assess what is ethical behavior and what is not. It can be said as a reminder because, individuals may learn from their actions. The consequences of their actions are either ethical or not. Therefore, every time the individuals look back to their actions, they will remember whether the actions have left them a good result or not. Thus, they will create a habit that may help them to make choices on whether their actions are ethical or not. According to Aristotle’s theorizing of agency, there is a link between ethics and the idea of responsibility to actions performed voluntarily. Based on this explanation, individuals can actually choose their actions assessing which behavior is ethical and which one is not. Individuals live according to moral virtue, which means that they are involved in choosing actions properly. However, there is a moral question that keeps coming up, which is how the individuals choose the right course of action in any given situation. Human beings are both rational and passionate creatures. With their intelligence and emotion or desire, human beings make their decision. They realize that they have a natural function to choose what they think is right and wrong to obtain the â€Å"supreme Good.† More over if a human being follows his or her rational principle, he or she will reach the idea of a good life. The definition of a good life may be different for everyone. However, based on the Aristotle’s ethical theory, it is said that a good life is reached when individuals have fulfilled their proper natural function. There are two modes of thoughts whereby the practical mind apprehends variable, contingent truths. They are: art or technical skill and prudence or practical wisdom. The art of technical skill is the state where an individual make something with the involvement of true course of reasoning. With this skill, individuals can choose and make their decision with reasoning. Therefore, the effort of assessing what is ethical and what is not is made with this skill. Prudence or practical wisdom is where the individuals choose practical actions that are conducive to the sorts of goods. This is also where the individuals decide to take actions that are either good or bad for them. aristotle :: essays research papers In my opinion the consequences of our actions should play as a reminder in our effort to assess what is ethical behavior and what is not. It can be said as a reminder because, individuals may learn from their actions. The consequences of their actions are either ethical or not. Therefore, every time the individuals look back to their actions, they will remember whether the actions have left them a good result or not. Thus, they will create a habit that may help them to make choices on whether their actions are ethical or not. According to Aristotle’s theorizing of agency, there is a link between ethics and the idea of responsibility to actions performed voluntarily. Based on this explanation, individuals can actually choose their actions assessing which behavior is ethical and which one is not. Individuals live according to moral virtue, which means that they are involved in choosing actions properly. However, there is a moral question that keeps coming up, which is how the individuals choose the right course of action in any given situation. Human beings are both rational and passionate creatures. With their intelligence and emotion or desire, human beings make their decision. They realize that they have a natural function to choose what they think is right and wrong to obtain the â€Å"supreme Good.† More over if a human being follows his or her rational principle, he or she will reach the idea of a good life. The definition of a good life may be different for everyone. However, based on the Aristotle’s ethical theory, it is said that a good life is reached when individuals have fulfilled their proper natural function. There are two modes of thoughts whereby the practical mind apprehends variable, contingent truths. They are: art or technical skill and prudence or practical wisdom. The art of technical skill is the state where an individual make something with the involvement of true course of reasoning. With this skill, individuals can choose and make their decision with reasoning. Therefore, the effort of assessing what is ethical and what is not is made with this skill. Prudence or practical wisdom is where the individuals choose practical actions that are conducive to the sorts of goods. This is also where the individuals decide to take actions that are either good or bad for them.

Mental model mind set wk

This great idea is a big money maker for the company. Even though we are bout change we know there will be employees that will have doubts and concerns of this change, we are willing to take risks. A person's mental model/ mindset can be also known as ideas, beliefs, images, and verbal descriptions that we voluntarily or involuntarily form our own familiarities. Mental Models screens us to have facts and ideas that contest or disregard our intensely held views and offer internal steadiness in a world of constant transformation.Mental models are created over so many years of experience and colonization. Mental models are tough to transform if they become threatened in the mind (Wind, Crook, & Gunter, 2005, preface). Bud and Vernon has been with the business for many years. They have a mental mindset that is impossible to change. Mental models like them are known to be set in their ways. Bud and Version's behavior has made great impact on the company, so they are well respected and the y are also a great assess to the company.It may be difficult to get Vernon to agree to the expansion and to try getting Bud to be on board with competing with other business. Changing mental model/mindsets is constantly needed in an organization today. Subconsciously, it is a very difficult thing to do. Like Bud and Vernon, people must be eager to change their mental mindset for betterment of the company, even if there are risks involved. Taking certain phases to change can be a large enhancement on the quality of your performance.Understanding boundaries and authority of mental models should be the first steps our team should take at changing the mental mindsets of Vernon and bud so they could receive the proper information that they may come on board with the team. The second step the team should take is testing the relevance of mental models compared to the changing surroundings meaning o create new models. Introducing Bud and Vernon to this second phase can show them how brand n ew ideas can change the company compared to what they are already familiar with.Reshaping the framework, the thinking of others and by surpassing interferences to change is the third phase to changing a mental mindset. If we can get Bud and Vernon to identify their uncertainties of why they think the way they do then this would be valuable to the team. The fourth phase to changing a mental mindset is changing your perception by functioning swiftly on the new-fangled models, not stopping to irking out a method for valuing and supporting your models (Wind, Crook, & Gunter, 2005, preface).This should have Bud and Vernon to realize the limitations that they may have because of not accepting change can make them see how a new mindset can mean success for the company. Not having an open mind toward certain concerns can put boundaries and limitations on a person's mental mindset. Mental models mindsets can be impacted by Education also. Mental model mindsets are shape by our education and it also practices groundwork that outlines view of the world (Jacobs, 2013). New mental models are more tolerable to Other people if they are more educated than to people who not.If we educated Bud and Vernon on the new money bearing opportunities on incomes and the shipping production, this would undoubtedly be a great influence on their mindset. Training is more like education too. An employee receiving training may feel very important to the company. Training can enhance an employee's abilities in places that they are already good in. There are other extra services that impacts mental mindsets. Personal experiences and being influenced by others are extra services. Personal experiences can be tough to defeat because it can mold a person's personality.This makes AAA Transportation difficult to reason with. Even though Bud and Vernon could be exaggerated with a strong influential like this, so the team is working continuously to see to them overpowering the force. The most commonly used mental mindsets that guides my decision making are being able to unceasingly investigating and smearing a method for evaluating and reinforcing the mindsets of our models. Our team is allowed to learn to adapt and understand the changing environment by using this mindset.

Omar Rodriguez-Lopez Essay

When I say Omar Rodriguez-Lopez, what comes to mind? To most of you new age listeners, absolutely nothing, just Spanish guy name, but to all of you in touch musical geniuses, only one word clouds your brain. Volta. The mars Volta is an Avant garde progressive rock group, who at times may not make sense with words, but completely and utterly make up for it with insane riffs, original scales and crazy drum segments. Omar is the guitarist and founder of the mars Volta; he is also the main song writer. Omar has incorporated guitar into his world and career ever since he was twelve year old, starting off with a bass. When he turned fifteen, he claimed he â€Å"needed more strings† and switched to a guitar, this decision changed his life forever. Omar was born on September first 1975 in Puerto Rico, although he grew up in El Paso Texas, and spent much time in South California. He attended high school in El Paso at Coronado where he met his future band mates. In my eyes, Omar is a musical genius; I mean have you ever listened to l’via l’viaquez? Boom, starts off straight with pure riff, of course the Spanish lyrics add to the awesomeness of it, but this guy is a genius. His music never gets boring, ten minute long songs, anthems if you will, they’re long, but not too long, never repeat a scale or rhythm, but you can still hum the chorus, perfect? I think so. Once Omar realized he was an artist, he did more than just play in a band and write music, he decided to write films, including music for the soundtracks. His first film was called the sentimental engine slayer, which was played in numerous theatres, he was good at this indeed, but his true calling obviously lies in the world of fret boards and fender amps. Omar is actually a big fan of Ibanez guitars, his first two were custom, then Ibanez decided to make him his own, which is available for purchase. Omar lives a low radar life, and loves it. He is inspiring to many, including me, the ways he incorporates and uses guitar in his life.

Food Ethics Essay

The ethics surrounding food hasn’t always been a major contributor in ones decision on what to eat. In the beginning, we would have to physically hunt or gather our meals in order to survive. The choice of what was for breakfast, lunch or dinner solely relied on what was accessible to us. The ethical questions would only come as a result of a modernized food system, where other options for food became accessible and convenient. In the essay Consider the Lobster by David Foster Wallace, the author describes lobsters in New England in the 1800’s as having an â€Å"Unbelievable abundance (238). † These crustaceous creatures were all over the shores of New England. Wallace writes about the Boston seashore as, â€Å"being littered with lobsters after hard storms†¦ (238). † Yet, Lobster were considered â€Å"low-class† and as Wallace states, â€Å"†¦eaten only by the poor and institutionalized (237). † It was considered unethical to even feed the poor lobster â€Å"†¦more than once a week (238). † This was modernized New England, which eventually changed at the turn of the century, just as Lobster shifted from being â€Å"low class† to â€Å"chewable fuel†. As the world became more industrialized, food became centralized. The shift from small businesses to large companies started to occur. The lobster industry changed as well during these times as Wallace describes, â€Å"Maine’s earliest lobster industry was based around a dozen such seaside canneries in the 1840’s, from which lobster was shipped as far away as California†¦ (238). † Just like the lobster industry in New England, many companies in the United States started to fulfill the demands for products to gain a profit. Ethics became secondary to making money. Corporations would produce so much that they would drive the price down, increasing its affordability and making it more accessible and widely consumed. Eventually, large companies would become so efficient and affordable, that small businesses like farms and mom and pop shops found it increasingly difficult to compete. Many small companies and farms had to either adjust their products to niche markets or work as a subsidiary to these corporations. Along with mass production of products, was a new manufacturing process. Foods started to become streamlined in such a way that they would grow in the harshest of environments. These new forms of industrialization lead to the creation of processed foods. The companies found ways to maximize profits while making the costs as affordable as possible for the consumer. The supermarkets offered everything one could think of, packaged and ready to eat. Although the prices for most foods were at an all-time low, hunger and malnutrition still existed. There were also issues arising regarding consumer trust in food safety, and the effects on the human body. As a result of these cost efficient products, people in the United States started to become increasingly heavy, leading to an obesity epidemic and a major health crisis. The ethical issues involving economical behavior of consumers and agricultural ethics are at question. Is it unethical for corporations to mass produce unhealthy foods, knowing the adverse side effects on the environment and growing rates of obesity in the United States? The trend seemed to lead to, the more affordable the food, the more we consume. Is this a personal problem or are the companies to blame for offering these products to us? We must first look into the goals of a business and if ethics play any part in the obligations to supply our population with affordable food. The very basic objective to any business is to create a profit. This is what allows companies to continue function and thrive. The best way for this to happen is to make something that is sellable and where there is room for profit. In the food industry corn is not only a commodity it’s a common ingredient in almost every product on our shelves. According to Michael Pollan, in his book, The Omnivore’s Dilemma, It is also used to feed most of the animals that become meats in our supermarkets. To say that corn is widely used would be an understatement. It seemed that we couldn’t produce enough of this plant. Not only is our climate great for growing it, we also were able to store it very effectively. The boom in corn production can be traced back to the nineteen seventies. Since those same years, â€Å"†¦American’s average daily intake of calories has jumped by more than 10 percent (Pollan 102). † The reason for this increased caloric intake leaves many to question whether people are eating more because it’s less expensive or people are eating the same amounts but the food contains more calories. Either way, the companies that were producing these items didn’t seem to be bothered by the problem affecting â€Å"three of every five Americans being overweight (Pollan 102). † The truth is that the companies are driven by profits. The Americans who consume these foods create the profits. Additionally, a lot of these companies are traded on the public market and have a responsibility to their shareholders, who subsequently are the same ones buying these foods. So the companies were being driven to make profits for the people invested. Two of the biggest soda companies in the world, Coca-Cola and Pepsi, have followed these trends as well. As Pollen says, â€Å"By 1984, Coca-Cola and Pepsi had switched over entirely from sugar to high-fructose corn syrup. Why? Because HFCS was a few cents cheaper than sugar (thanks in part to tariffs on imported sugarcane secured by corn refiners) and consumers didn’t seem to notice the substitution (104). †It’s as if these corn companies were monopolizing the industry, trying to turn-over as much product as possible. The increased production would eventually lead to increased portion sizes. Instead of lowering the prices of products, companies started charging a small upcharge for additional food and soda. This practice of continually turning over product has become so dangerous that now, â€Å"†¦in 2000 the number of people suffering from [overnutrition]-a billion- had surpassed the number suffering from malnutrition-800 million (Pollan 102). † There is clearly something broken with this system. These companies are catering to our consumer appetites and enabling us to act accordingly. You would think that the prices of the food being low would solve our food problems globally, but the answer is unfortunately no. These companies are in places where there is both a market for high sales and where they can grow these crops. Most of the areas that are facing malnutrition are in remote areas of the world. These areas wouldn’t make the companies money and therefor there isn’t an incentive for them. On the other hand, America is of course one of the largest consumer countries in the world. Our desire for food is unsurpassed by most counties. There is no question that Americans have a sweet tooth. It is part of the human makeup to consume high energy foods and is linked to natural selection. According to Pollan, â€Å"Add fat or sugar to anything and it’s going to taste better on the tongue of an animal that natural selection has wired to seek out energy-dense foods (107). † Pollan also suggests that, â€Å"natural selection predisposed us to the taste of sugar and fat (its texture as well as taste) because sugars and fats offer the most energy (which is what a calorie is) per bite (106). † It’s only natural for humans to consume these ingredients, because after all we are â€Å"predisposed† to do them. This of course doesn’t mean that we are completely free of blame for our overindulging. We are all individuals and are responsible in formulating our own decisions. The companies which provide us with these calorie-packed foods and beverages also list their nutritional information on the packages. If we were to eat any packaged foods, we would be responsible for understanding the health risks involved. The real problem is whether we have the mental capacity to control our physical urges. There is extensive research that suggests, â€Å"†¦people {presented} with large portions will eat up to 30 percent more (Pollan 106). † At one time in our history, this might have served us. Now, there is no question that our bodies are becoming poisoned from this. Knowing all of this information, companies continue doing their best to offer these calorie-packed foods. This is evident in just about every corner store and fast food restaurant. The ethics concerning public safety and effects on the human body are clear. Companies are only concerned over their ability to raise a profit. Their aim to create profits from the overconsumption of high energy foods has been effective in making Americans unhealthy, while continuing to turn over profits. While the companies are certainly a large part of the problem, the consumers are also to blame. They have enabled this overproduction by continuing to consume the same products making them sick. Additionally, people seem to be ignoring their recommended caloric intakes and are choosing to eat more and more. Companies can only be blamed for producing products with limited nutritional value. They are ethically absolved of their responsibilities if they inform their consumers properly. Their goal is to make profits, not worry whether their consumers are eating the recommended serving size or not. The best way to take control of this issue would to be to consume less and choose healthier options as individuals. The more aware we become as individuals, the healthier we will become as a society.

Globalisation of GAP Essay

An investigation into how Gap inc. has expanded into global markets and to what extent has this been successful? Gap was founded in 1969 by Donald Fisher and Doris Fisher. The name came from the growing differences between children and adults, called â€Å"the generation gap. The Fishers had been frustrated with the lack of decent customer service and fashionable styles at other retailers. One of the original mottos of the company was â€Å"Levi’s for Guys and Gals.† Around 1982, Gap began focusing on its own private label clothing and by 1991-1992, the company had stopped carrying Levi’s. As of April 2, 2005, Gap Inc. had approximately 150,000 employees and operated 3,005 stores worldwide. Donald Fisher retired as Chairman of the Board in 2004 and was replaced by his son, Robert Fisher. The Fisher family collectively owns about 25% of the company. Since its founding in 1969, Gap has provided its customers with clothing and accessories that enhance their personal style. What began as one brand has grown to include Gap, examples of Gap brands are GapKids, babyGap, GapBody and GapMaternity. By providing great style, value and service, Gap has become one of the world’s most recognized brands with more than 1,450 stores in the United States, Canada, the United Kingdom, Japan and France. Today, Gap Inc. is one of the world’s largest specialty retailers, with more than 3,100 stores and 2006 revenues of $15.9 billion. Gap operate five of the most recognized clothing brands in the world including Gap, Banana Republic, Old Navy, Forth & Towne and Piperlime. The culture and ethics of Gap can be seen from the missions statement provided by Gap. Guided by a shared Purpose, we’re able to work together more effectively and contribute to Gap Inc.’s success in a more meaningful way. Inspired by the same Values, we reflect the character, spirit and beliefs of Gap in everything we do. Driven to exceed with the right Behaviors, we work purposefully as individuals, as teams, as a company, to be the best we can be and achieve our vision for growth. Our Purpose Every day, Gap Inc. honors the original reason for founding this company: We’re passionate that you be you. We make it easy for you to express your personal style throughout your life. Our Values To achieve our purpose, we create an environment that encourages our teams to act with integrity and live by the highest standard of ethics. We listen, we respect each other’s time, we value the contributions each of us makes. In a spirit of open-mindedness and trust, we are open to a diversity of ideas, approaches and points of view-across teams and across divisions. We believe in quality and delivering the best result possible, reflecting the realities of price, time and what customers truly value. We find ways to put into balance things that seem to be at odds-work and life, commerce and social responsibility, rapid response and a planful approach. One of the main aims for a business is to grow, once a business has achieved this in it’s own market expanding into foreign markets can be very expensive but profitable. Businesses which operate in more than one country are multi nationals examples of multi nationals are Coca Cola, Sony, Mcdonalds and Gap inc. these businesses have successfully expanded into foreign markets and are now a global brand which is enviable to any business. There are various reasons why companies want to expand into foreign markets. Firstly the world consists of over 6 billion people this is a huge customer base for companies to try to exploit. More potential customers could result in increased sales and revenue because of the larger target market. This could therefore increase profit and even further growth for the business. As a business grows economies of scale can be an essential tool for businesses to take advantage of. Economies of scale allow businesses to buy in bulk and so pay less for each unit, lowering costs for the business. On a global scale the economies of scale the business could benefit would be far greater than that if they just operate in their own domestic market. Also if a business operates in more than one domestic market the risk is spread over several markets. Therefore if one market is not doing well for the business other foreign markets could make up for this. Spreading the risk would be very beneficial as the business would not be reliant on one market. Finally, investing in emerging markets businesses would gain the opportunity to sell to people who’s income are growing strongest and fastest, creating a brand and customer loyalty which would benefit the company greatly when the country further develops. There are however drawbacks and disadvantages to entering into foreign markets. Firstly language can be a major problem in foreign markets. If the business is not familiar with the language of the new market it can cause problems in communicating with employee’s directors and employees. This could then lead to problems in making decisions and implementing any changes. Also setting up in a new market can have very high start up costs. This could include a variety of things ranging from buying land to building factories for production. These high capital costs could inhibit the company from expanding as they may be reluctant to borrow finance. Advertising in the new market can be very expensive, as the company tries to create a brand and gain a competitive advantage TV commercials or adverts in newspapers or the radio could cost the company millions as the advertising campaign may need to be a long term investment. In new markets research and development can also be very expensive as learning about the new market and customers is essential to do well in the market. The company must invest heavily in the research and development as it would be crucial to supply the market with what they need, not just relying on what has been provided in their own domestic market. The government in the new country can also pose a problem. Different laws tax and interest rates can cause a problem for the company. The business could have to pay higher amounts of tax or change some regulations in the company to comply with laws in the country. Decision making can be very difficult. If the head quarters of the business was in America and they had just expanded into China implementing decisions and making decisions would be made so much harder. Overall operating in another market can cost the company millions in a variety of areas. When making the decision the company must take into consideration the opportunity costs of the expansion and not neglect the domestic market. Entering into new markets involves a great deal of risk there are many problems associated with selling in an unknown markets. Businesses attempt to overcome some of these problems in a number of ways, Firstly the company could decide to use joint ventures. This involves the business working together with another company in the country they wish to expand into. Both businesses will expect to gain from the venture. The partnership includes the original company who then teams up with a local company in the foreign market who has the knowledge of the market and already has established distribution links etc. An example of joint ventures could be Coca Cola who have entered joint ventures with bottling companies. They trade brand power for local knowledge of the distribution system. Joint ventures can be very good for companies, they can gain local knowledge without having to spend millions of pounds on research and development. Also initial capital costs would be reduced because you wouldn’t have to build factories or buy land because of your partner company. There is a greater chance of success in the foreign market and the risk is reduced for the company. From the research I have done I have not found any evidence of Gap entering into joint ventures, this could be due to the following negatives of the concept, firstly having to work with another business could be problematic. You may not be familiar with new company and so trust would have to be built between the two businesses in order for the partnership to be effective. The cultures of the two businesses could also be different causing difficulties in situations such as ethics. Decisions would also have to be made together; coming to a collective decision could be difficult. Finally any profits would have to be shared between the two companies, whereas if the original business had set up alone it would receive 100% of the profits. Obviously Gap would have taken into consideration the positives and the negatives about joint ventures but found that the disadvantages were outweighing the advantages. The second idea the business could use would be franchising. For many businesses this is the best way into international markets. Franchises are legal agreements by which local businesses are allowed to set up using the name, logo and trading method of a well known company. They gain all the benefits of a strongly branded product in return they pay a lump sum, percentage of the annual turnover and provide local knowledge. Examples of franchising would be Mcdonalds who have allowed some of their stores to be franchised. I have found evidence relating to various franchised Gap stores around the world. Gap has entered the franchise industry in order to develop its growth in Asia. Gap has signed a franchise agreement with Singaporean group FJ Benjamin Holdings which will see stores opened in Singapore and Malaysia under the Gap and Banana Republic brands. Under the agreements, F J Benjamin will hold exclusive rights to operate Gap and Banana Republic branded clothing and accessories stores in Singapore and will hold exclusive rights to distribute Gap and Banana Republic products in Malaysia. This franchise agreement between Gap and F J Benjamin demonstrates the company’s first step toward expanding the Gap and Banana Republic brands via international franchises. F J Benjamin plans to open about 30 stores in Singapore and Malaysia by 2010, opening the first Gap store in 2006 and the first Banana Republic store in 2007. â€Å"We are bringing Gap and Banana Republic to more customers throughout the world,† Quote from Andrew Rolfe president of Gap inc international. Gap Inc. will gain F J Benjamin’s retail expertise but will provide access to Gap and Banana Republic’s world-renowned clothing and accessories. F J Benjamin will purchase merchandise from Gap Inc. or suppliers designated by Gap Inc. and must keep to Gap Inc.’s quality standards to protect the reputation of the Gap and Banana Republic brands. This year Gap has also brought more franchise partners on board in United Arab Emirates, Kuwait, Qatar, Bahrain and Oman, and plans to have 90 Gap and Banana Republic stores in Southeast Asia and the Middle East by 2010. The second franchising deal that Gap inc have signed is with the Al Tayer group-a leading business in the Middle East. Al Tayer will introduce Gap and Banana Republic brands into five key markets in the Middle East. The Group plans to open about 25 Gap and about 10 Banana Republic stores by 2010. The first Gap stores will open in the later part of 2006 and the Banana Republic stores are scheduled to open in 2007. Under its agreement with Gap Inc, Al Tayer Group will hold exclusive rights to operate Gap and Banana Republic branded clothing and accessories stores in United Arab Emirates, Kuwait, Qatar, Bahrain, and exclusive rights for Gap in Oman. Gap Inc. will again provide access to Gap and Banana Republic’s world-renowned clothing and accessories in return Al Tayer Group’s expertise in building retail outlets in the Middle East. Gap have entered two franchising deals already, if these were to succeed I would not predict against them entering them in the future. The advantages to gap for using franchise deals are as follows; any risk for the business is taken away as someone else will be running the business. The company will be provided with a lump sum and a percentage share of the annual turnover. This lump sum can be invested into other areas of the business such as advertising or research and development. The percentage of the annual turnover could also be retained profit. The business grows quickly and easily a global brand can be created effectively as long as people are willing to buy franchises in your business. Although there are various advantages the company could benefit from there are also disadvantages which could harm the business, actions by the franchised stores could harm the reputation of the company, because they have no control in the market they give full responsibility to the franchisee that could let you down. Also only some of profits are given to the company they have to share with the franchisee. This annual turnover they do receive would probably be significantly lower than the stores gross profit annually. The final growth strategy which could be used by Gap would be licensing, A license allows a business to make, produce and market a product or use the production method, which is protected by copyright or patent. This means that an innovative company can expand into international markets without actually having to invest in locally based production facilities. An example of licensing would be Heineken lager which is brewed under license by Whitbread’s in the United Kingdom. From research I have found that as well as franchising Gap have also entered licensing agreements. In 2006 Gap announced a licensing agreement between themselves and Safilo group. Safilo group are the leader in high-end and luxury eyewear. The agreement includes Banana Republic-branded prescription frames and sunglasses. The agreement includes the design, development, production and distribution of a collection to be launched by the end of 2007 in the United States and Canada. Terms of the agreement include a five-year commitment. The agreement represents the first time Banana Republic will sell its products outside its own distribution channels. â€Å"Their ability to transform eyewear concepts into luxury products is a great complement to our own expertise in extending the Banana Republic brand.† Quote from Marka Hansen president of banana republic, highlighting that both the companies entering into the licensing agreement will benefit from the others expertise in that relevant field. Banana Republic are not familiar with the design or production of sunglasses and so have taken the opportunity to find a leader in the sunglasses market to do this for them. Safilo will benefit from the well know brand identity of Gap inc and therefore the agreement should benefit both companies dramatically. These are not the only benefits that both companies could gain; capital costs of setting up in a foreign market are reduced because the licensee will have to produce the product. Also no local knowledge will be needed because the business will not have to sell in the area. This can save millions in research and development for the company. Finally the risk of setting up in a foreign market is reduced and the business grows quickly and easily, a global brand is created. Having these benefits would be great for both the companies involved in the licensing agreement, but as with all the strategies there are downsides to entering these agreements, somebody else will be running your business you have to trust others will the reputation and brand of your company. If the licensee does something to harm your reputation it could reduce sales. Finally the profits from the new market go directly to the licensee. The business only receives a lump sum for selling the license. This could prove disastrous if the market does very well and profits are alot higher than expected. Assessing which strategy will be best in order to be profitable and best for the business can be very difficult. Making the correct decision on which strategy to use when entering a foreign market could be the difference between success and profits in that market or complete failure. Gap inc. is a global brand, and owns stores around the world, as the table shows below. The company has entered into these markets using different strategies, and so therefore some have been successful and others have not. I will know analyze the strategies used by the company in order to create a global brand and then evaluate whether this has been successful. Country Total number of stores United Kingdom 240 Canada 236 France 54 Japan 153 Germany 20 Source, http://biz.yahoo.com/e/070402 Gap has entered various markets using company owned stores and deciding not to use any of the strategies above. This strategy was used in several European market such as Germany the UK and France. These markets however have not proved as profitable as had hoped, this lead to Gap exiting the German market. Gap has operated in the UK since 1987 and in France since 1993. Overall, Gap’s total revenue in the year ended in January, 2006, was $16.02 billion, down 1.5%. Last year, Gap’s sales in Britain and France combined fell 6.1%, to $825 million. Together, those two countries account for about 7% of Gap’s total revenue. Source- Gap inc Annual report 2006 Source – http://finance.google.com/finance?q=GPS The above diagram shows the share price for Gap inc. since 1987. The graph shows that the share price was relatively low until 1997 when there was a dramatic increase ranging until 1999. We can see that in 1987 when the Gap invested in stores in the UK the share price was $2.87. Even after entering such a mass market and increased possible customers which should inevitably lead to increased sales and therefore profit, in the following years the share price did not reflect this. After four years in the UK market the share price had only increased minimally to $3.37. A larger increase in the share price would have been expected if the sales had gone as predicted. The same can be said about the share price when the company expanded into the French market in 1993, the share price was $4.38 after three years in the market the share price had only increased minimally again to only $6.37. These figures show that there has been an increase in the share price of Gap after the introduction into new markets, but not the kind of increase that was expected. Because Gap was introduced into the new markets by company owned outlets, the start up costs would have been very high and so therefore the company would have expected to have high sales to try and regain some of these costs. The inevitable ending to the Gap stores in these markets would be similar to that of Gap stores in Germany were after years of poor sales the company withdrew from that market Gap was forced into selling shops in Germany to one of their main competitors, Swedish company H&M. The lack of profits and growth in the European markets is highlighted in the quote below. â€Å"Gap International store sales were negatively impacted by weak product acceptance in Europe. Our total store sales increase was due to the 130 new store openings, a majority of which occurred during the second half of the year.† Source – Quote from Gap’s annual report of 2006 This quote highlights the problems faced in the European markets. Gap may have used their experiences and lack of success in the European market to improve their chances in other emerging markets such as Asia. This may have played a part in swaying the decision to choose licensing and franchising as a source of international growth rather than try to go it alone as they did in Europe. Gap’s problems in this market could be down to a number of reasons, for example poor research and development not understanding what the consumer needs or poor pricing strategies. The two franchising agreements between Gap and F J Benjamin Holdings and Al Tayer group are relatively new. The franchises are not trading and so the extent to which this has been successful can not be evaluated. A leading competitor and one of Gaps main rivals in the clothing industry is Spanish company Zara a well branded company known all around the world, has successfully franchised it’s company and is now reaping the rewards. For example a franchised Zara in Helsinki was opened in April 2002 and sales got off to a flying start and were better than predicted. Spanish group Inditex owners of Zara have reported a rise in profits of 14.6 percent, thanks to â€Å"outstanding† sales at its Zara chain. Sales for the three months ended 31 July rose net income at à ¯Ã‚ ¿Ã‚ ½144.7 million, up from à ¯Ã‚ ¿Ã‚ ½123.6 million last year. These figures from Zara show the type of sales and net income Gap must achieve for there franchise to be a success. Gap can look at Zara’s success at franchising and take on board how they have achieved there success. Sources, http://www.stockmann.fi/portal/english/news_releases/?year=2002&id=880709 http://www.fashionunited.co.uk/news/inditex.htm Again as with the franchising agreements the licensing agreements Gap have entered are relatively new and in the start up phase with the Safilo group. The products are set to be launched towards the end of 2007 and so figures on how successful they have been obviously cannot be researched. Evaluation. Gap inc. have or are soon going to be using various growth strategies in order to try and increase sales and profits around the world. From my research I have found that the first main strategy used by Gap was to open company owned stores in Europe. I found that this was a partly bad decision. I found that Gap found entering into the European market very difficult finding it hard to please the customer and increase sales. As I said earlier Gap’s intention’s when opening stores in both France and the UK were positive however the share price does not suggest this. Both these markets can be potentially lucrative however in the following years the share price did not reflect this-it only increased minimally. Gap found both of these markets hard to enter, but there hardest task was the German market. Here poor product acceptance and poor sales lead to Gap closing operations in Germany and selling their stores to clothing rival H&M. This highlighted the problem for Gap in the European market and if sales continue the way they are at the moment drastic changes need to be put in place or operations in the UK and French market may also have to be closed down. Entering into foreign markets using company owned shops as Gap did, has positives and negatives, setting up can costs millions of pounds in start up costs buying land or having to buy retail shops in city centers can be very expensive. Research and development is also a major factor, because the company can not rely on treating every market as there own domestic market every country will have different tastes and fashions and will have a different view on how much they are willing to pay. Finding this out is crucial for the business to succeed. Even though there are negatives there are some positives all profits made in the new market go directly to the company it doesn’t have to be shared, and also the company’s risk is more spread out so that the company does not have to rely on only one market others can make up for one market doing poorly. From my research I can evaluate that the decision to go into the European market using company owned shops was a bad idea. All of the markets entered are struggling and Gap has already had to exit one of them. Using company owned shops has its advantages but I think that Gap has not benefited from these; this could be for a number of reasons. Even though two of the markets entered are still operating I would predict that if sales do not increase then Gap would be forced into exiting these also. I believe that the franchising agreements set up with both groups in the Middle East is a positive move for Gap. I think the area knowledge that the groups will bring will help Gap succeed in this market were it failed in the European market. Using the Zara case study I found that there previous franchises have been extremely successful and increased profits massively for the parent company Inditex. Gap needs to seriously consider how and why Zara’s franchise agreements have worked and why they have been successful and then implement this into there own agreements. Gap and the franchisee groups could benefit from the agreements massively for a number of reasons, any risk for the business is taken away as someone else will be running the business. A lump sum is received for the franchise and more importantly high capital costs will not be needed because someone else would have to invest the money. This makes this a positive because there are less opportunity costs as less money would have to invested into selling abroad. This money could be used to strengthen the foothold in the company’s domestic market as they cannot afford to neglect this whilst trying to expand. However there are also negatives of this strategy which Gap would have to consider mainly that Gap would not have any control over the franchised stores, the owner could tarnish the reputation of the company on a global scale through one action which would drastically affect the company. Gap would have to ensure the franchisee was the right person for the culture and ethics in the company and a partnership built on trust must be formed. Overall I think that franchising would be an excellent way of growing for Gap. I believe looking at the success of Zara using this strategy that Gap will succeed in the Middle East with the franchised agreements. Gap must be careful however that the Al Tayer Group and F J Benjamin are the right groups to push the Gap brand globally.