Analysis of 3m Command

Executive Summary 3M Singapore controls many market leading brands in their various markets, such as Post-It ®, Scotch ® Tapes, Scotch-Brite ® and Commandâ„ ¢. In this report, we will be focusing on the brand – Commandâ„ ¢. We aim to address the problem of the erosion of Commandâ„ ¢Ã¢â‚¬â„¢s competitive advantage in its increasingly competitive industry by providing improved/new BTL strategies which Command can undertake. Based on our survey, there are 2 interesting findings which we aim to tackle through our recommendations. The first of which is that consumers could not differentiate Commandâ„ ¢ from 3M. In other words, they viewed Commandâ„ ¢Ã¢â‚¬â„¢s products as â€Å"3M hooks† rather than â€Å"Commandâ„ ¢ hooks†. This could lead to a brand dilution of 3M in the long run which is not ideal. The next is that Command’s value proposition of easy and clean removal is not fully understood by consumers. To aid Commandâ„ ¢ in targeting its consumers effectively so as to anchor its footing as the market leader, we aim to address the problem and the misconceptions consumers have. We first investigated the factors behind motivating consumers’ consumption for products in the DIY-Mounting and Fastening Industry, followed by an analysis of the effectiveness of its current BTL strategies. From our results and findings, we have divided Commandâ„ ¢Ã¢â‚¬â„¢s consumers into 2 main groups: â€Å"The Innovalist† – Creative individuals who are motivated to purchase based on aesthetics appeal, and â€Å"The Functionalist† – Individuals who are more concerned with durability than other factors. All in all, we aim to help Commandâ„ ¢ differentiate itself from its competitors so as to anchor its position as the market leader. Table of Contents 1. 0 Introduction4 1. 1 Market description4 1. 2 Products review4 1. 3 Competitive environment analysis5 2. 0 The Problem, The Issues, Our Objectives5 2. 1 Issues5 2. 2 Problem6 2. 3 Objectives6 3. 0 Methodology6 4. 0 Results & Findings8 4. 1 Problems8 4. 2 Opportunities9 4. 3 Categorisation of consumers11 4. 4 Effectiveness of current BTL strategies12 4. 4. 1 Primary Space13 4. 4. 2 Secondary space14 4. 2. 3 Print Ads14 4. 2. 4 Promoters15 4. 2. 5 POSM15 5. 0 Recommendations15 5. 1 Primary Space16 5. Secondary Space17 5. 2. 1 â€Å"The Road to Commandâ„ ¢ing Success† Project17 5. 2. 2 â€Å"Is this your room? Start Living! † or â€Å"Tidy Room, Long Living†19 5. 3 Print Ads20 5. 3. 1 â€Å"Visuality Is Key†20 5. 4 Future Plans21 6. 0 Controls & Limitations22 Appendix24 1. 0 Introduction Commandâ„ ¢, one of the brands under 3M’s consumer and office business segment, positions itself as an innovative solution for consumersâ₠¬â„¢ mounting and fastening needs and the gateway through which they are able to transform their space quickly and easily. It has successfully carved a credible name for itself by being true to its brand promise of delivering damage-free, strong hanging solutions which can be removed cleanly and also as an innovative brand through the development of its USP: Stretch Release Technology (USPT). 1. 1 Market description Commandâ„ ¢ is in the mounting and fastening industry. Its target audience is aged 25-45, with a monthly household income above S$4000. The age group comprises of young adults who would most likely be working in their first job and adults who have reached certain milestones in their careers. . 2 Products review Commandâ„ ¢ has a wide range of products under its line, ranging from the general hooks of different sizes to various types of organization products to bathroom accessories. Although products are priced at a premium, it offers consumers damage-free, strong hanging solutions which can be removed cleanly. The main differentiating factor lies in Commandâ„ ¢ Adhesive the revolutio nary USPT that combines a reusable hook with removable, water-resistant adhesive that comes completely off with the pull of a tab and does no damage to the surface in the process. . 3 Competitive Environment Analysis With the rapid advancements in technology, the cost of technology is decreasing steadily, lowering the cost of entry into the industry. Hence, Commandâ„ ¢ face increasingly level of competition from less established brands such as Shunmei, Magic Mounts ® and LEC which positions itself as cheaper alternatives of Commandâ„ ¢ products. These competitors offer consumers products similar to Commandâ„ ¢- able removes cleanly and easily-. Their imitations of Commandâ„ ¢Ã¢â‚¬â„¢s USPT and competitive pricing strategies have been eroding Commandâ„ ¢Ã¢â‚¬â„¢s competitive advantage; compromising Commandâ„ ¢Ã¢â‚¬â„¢s standing as the market leader. 2. 0 The Problem, The Issues, Our Objectives 2. 1 Issues With the new entrants and less established competitors competing head-on with Commandâ„ ¢Ã¢â‚¬â„¢s core competency-positioning themselves the in a similar way as Commandâ„ ¢ but charging at a lower price-, it will erode Commandâ„ ¢Ã¢â‚¬â„¢s competitive advantage and possibly alter consumer’s perception of Commandâ„ ¢. Figure 1 illustrates the current positioning by Commandâ„ ¢Ã¢â‚¬â„¢s close competitors. Price Quality Command Competitors Price Quality Command Competitors Figure 1 Consumers' Perception 2. 2 Problem These issues pose a problem to Commandâ„ ¢ if left unresolved – Commandâ„ ¢Ã¢â‚¬â„¢s standing as the market leader and the prestige that it enjoys will be eroded. As competitors mimic Commandâ„ ¢Ã¢â‚¬â„¢s products, it is imperative to differentiate itself further and convey to consumers about the premium product it offers. 2. 3 Objectives To ensure Commandâ„ ¢Ã¢â‚¬â„¢s continued success and position as the market leader, it is crucial to discover consumers’ motivation in purchasing wall mounting and fastening products. We would thus assess the issues and the potential problem which threatens Commandâ„ ¢Ã¢â‚¬â„¢s legacy in the industry, and tailored a marketing plan that consists of a range of innovative recommendations to aid Commandâ„ ¢ in differentiating itself and to achieve its 3 goals of informing, raising awareness and increasing adoption rate by its target group. We start by investigating the factors that motivate consumers to purchase wall mounting and fastening products. Then, we analyse the effectiveness of Commandâ„ ¢Ã¢â‚¬â„¢s current below-the-line (BTL) strategies, propose changes and recommend new BTL strategies so that we can better target the consumers. These efforts are aimed to help Commandâ„ ¢ secure its position as the market leader, making it consumers’ preferred choice and proclaiming that â€Å"Commandâ„ ¢ is different, Commandâ„ ¢ is better†. 3. 0 Methodology A combination of primary and secondary research is undertaken to understand consumers’ motivation behind purchasing wall mounting and fastening products and assessing the effectiveness of Commandâ„ ¢Ã¢â‚¬â„¢s current BTL strategies. Our primary research consists of three parts. Firstly, a survey designed to help us understand the consumers and the factors that motivate or influence them to purchase wall mounting and fastening products. This survey is aimed at Commandâ„ ¢Ã¢â‚¬â„¢s target segment of consumers. The survey is conducted via the online platform to 100 consumers using Google docs, an online tool that enables collecting and analyzing data. Secondly, in-store observations of consumers purchasing wall mounting and fastening products is used to substantiate the analysis derived from our survey. The observation last between 30 minutes to 1 hour and took place in three different locations: the central and the heartland. We use a common set of questions to guide us when we are doing these observations, helping us to better understand the processes that consumers go through and identify the motivation consumers have when making their purchase decision. The effectiveness of current BTL strategies can be inferred through observing the influence it has on consumers’ purchase behaviour. Lastly, we did a focused group interview with 2 different groups of consumers; both are couples in the mid 20s. Pair A was a couple who works as an architect and a banker, while Pair B was a couple who are an engineer and an accountant. Our secondary research includes industry reports and literature reviews to assist us in generating a marketing plan tailored to Commandâ„ ¢Ã¢â‚¬â„¢s needs. Literature reviews help us to see how current BTL strategies can be improved for it to become more effective. The industry reports will provide us with a better understanding of the recent market conditions and the competitive outlook. 4. 0 Results ; Findings . 1 Problems A) Based on our survey results, we identified that consumers are unable to relate Commandâ„ ¢Ã¢â‚¬â„¢s main characteristics to the Commandâ„ ¢ brand. Only 7% thought of Commandâ„ ¢ when â€Å"adhesive strips† and â€Å"removes cleanly† were used to describe a particular brand of hook. A significant percentage (76%) of the respondents felt that the description was on 3M. This shows that consumers are not able to dif ferentiate between 3M and the Commandâ„ ¢ brand. In fact, more than half of this 76% answered that they have never heard of Commandâ„ ¢. While this shows that 3M has been successful in establishing its credibility in the mounting and fastening market, this situation is not ideal. If there are negative reviews on any of 3M’s Fast Moving Consumer Goods (FMCG) brands, the sales of Commandâ„ ¢ would be affected as well. A good example of successful differentiation would be that of 3M Post-It ®. Consumers see the brand name as â€Å"Post-It ®Ã¢â‚¬  by 3M not â€Å"3M stickers†. B) From our observations done at DIY stores in Singapore, we have also found out that Commandâ„ ¢ shelves are not sufficiently strategically placed to capture consumers’ attention. Commandâ„ ¢ hooks are not the first hooks that consumers see when they step into the store. This is a problem as consumers tend to be more experimental towards low-involvement product, switching between brands, as the costs and risks involved are low. 4. 2 Opportunities From our analysis, we will explore the opportunities Commandâ„ ¢ can tap into. Also, we will attempt to better characterize the characteristics of the 2 groups in order to target them more effectively in our recommendations. Table 1 Consumer's Willingness to purchase Command hooks | Hook users| Non Hook Users| Willing to pay for Commandâ„ ¢| 9 (12%)| 24 (86%)| Not willing to pay| 65 (88%)| 4 (14%)| Our question posed to respondents includes listing out the various attributes of Commandâ„ ¢ hooks and asked respondents to indicate their willingness to purchase such a hook. From the table above, we infer that hook users are not willing to pay a premium price for â€Å"Commandâ„ ¢Ã¢â‚¬  hooks, while non-users are willing to. This is an ideal group for Commandâ„ ¢ to target, with the aim to convince non-hook users to start using hooks, by creating a perceived need for using hooks. Hooks are low-involvement function-based product; people are only motivated to purchase them when there is a need to. Hence, in order to increase usage of Commandâ„ ¢ products, Commandâ„ ¢ would have to introduce to consumers the various ways one can do with hooks, creating a perceived need in consumers to purchase hooks. Non-users of hooks have the misconception that hooks in general would leave stains when removed. When targeting the non-users of hooks, Commandâ„ ¢ would need to address their concerns about hooks leaving ugly stains on the wall or peals the paint off. This shows that convenience is the main attribute consumers consider when they purchase adhesive removable hooks. However, the ideal attributes consumers have in mind for hooks in general are durability and the design of the hooks- both the aesthetic aspect and the shape of the hooks-. This indicates that there is a misalignment between consumer’s ideal hook and that marketed by Commandâ„ ¢. Commandâ„ ¢ could focus on promoting its hooks based on the top 2 attributes consumer’s go for when purchasing hooks, thus positioning itself as consumer’s ideal hook. From the above graph, we identified that most people use hooks in bathrooms and kitchens. Commandâ„ ¢ has focus on conveying to consumers the use of its products in these areas, and it’s substantiated by the display seen in HomeFix at Marina Square elaborated on later. From the graph, a significant number of respondents use hooks in the living room. Commandâ„ ¢ could explore how it can further encourage the greater use of hooks in this area to increase household penetration of its products. Commandâ„ ¢ could also explore the idea of bundling Commandâ„ ¢ hooks with the successful 3M â€Å"Post-It ®Ã¢â‚¬â„¢s† to reach out to office users. In summary, the misconceptions consumers have towards mounting and fastening needs can be translated into problems to address or opportunities for Commandâ„ ¢ to tap into. 4. 3 Categorisation of consumers There are 2 main attributes- design and durability- which consumers look for in their ideal hook and this play a role in motivating their purchase of hooks. Hence, we would divide consumers into 2 main groups: Innovalist and Functionalist. Innovalist: Consumers who are looking for design and creativity when they purchase products. They desire to be different from the rest. They tend to go for products that stand out and they are willing to try new things. This group of consumers will tend to be more price inelastic. Functionalist: Consumers who are concerned about functionality when they purchase products. They are not concerned about design, but more on durability of hooks. For them, hooks are mainly used to hang things and do not serve any other purpose. This group of consumers will tend to be more price elastic. 4. 4 Effectiveness of current BTL strategies BTL strategies serve to complement the above-the-line (ATL) strategies used by Commandâ„ ¢. BTL strategies are designed to target more specifically to the target audience and to get consumers to purchase our product. The BTL strategies play a significantly crucial role in differentiating Commandâ„ ¢ from others. From our primary research, the results obtained shed light on the effectiveness of Commandâ„ ¢Ã¢â‚¬â„¢s current BTL strategies. This chart shows that Commandâ„ ¢Ã¢â‚¬â„¢s in store advertising is effective, as 74% respondents know about Commandâ„ ¢ through newspapers, magazine and whilst shopping. However, this is not a significant number and more can be done to increase the impact BTL strategies have on the target group. This chart shows that Commandâ„ ¢Ã¢â‚¬â„¢s in store advertising is effective, as 74% respondents know about Commandâ„ ¢ through newspapers, magazine and whilst shopping. However, this is not a significant number and more can be done to increase the impact BTL strategies have on the target group. Non-users of hooks are less aware of Commandâ„ ¢ compared to users of hooks. This shows that Commandâ„ ¢ is one of the top brands associated with hooks, but more can be done to increase non-user’s awareness of Commandâ„ ¢ hooks; to establish their presence in non-user’s evoked set. Non-users of hooks are less aware of Commandâ„ ¢ compared to users of hooks. This shows that Commandâ„ ¢ is one of the top brands associated with hooks, but more can be done to increase non-user’s awareness of Commandâ„ ¢ hooks; to establish their presence in non-user’s evoked set. 4. 4. 1 Primary Space For majority of the DIY stores patronized, Commandâ„ ¢ products have a whole shelf space dedicated to it and could easily be distinguished from the rest of the brands. This offers Commandâ„ ¢ a certain level of publicity when shoppers are in the store. When Commandâ„ ¢ products are placed together as a whole it is very striking and distinguishable, attracting shoppers’ attention easily. At the other stores including DIY stores, Commandâ„ ¢ products are placed at the left column, hence may not attract much of consumers’ attention in comparison to products place in the center column. General hooks classified according to different colours and shapes Different sizes: small, medium, big Bathroom accessories, kitchen General hooks classified according to different colours and shapes Different izes: small, medium, big Bathroom accessories, kitchen In stores where a shelf is not fully dedicated to Commandâ„ ¢ products, the brands were divided into the respective rows and organised accordingly in a columns as shown in the figure below. Figure 9 Figure 9 Also Commandâ„ ¢ has made use of temporary cardboard shelves, which are placed near the mounting and fastening section, as seen in HomeFix Compass Point. However, these shelves are tucked at a corner, facing into the store and can only be viewed when one is at the corner where Commandâ„ ¢ hooks are. It is not strategically placed and thus the full potential of the effectiveness of such temporary shelves are not fully maximized, thereby losing the opportunity it have in influencing consumer’s purchase decision. We took into consideration the possible space constraints faced in the store as a possible limitation of its effectiveness. 4. 4. 2 Secondary space It is observed that a more interactive advertising was used in HomeFix at Marina Square – display of a glass cabinet which illustrates how of Commandâ„ ¢ bathroom accessories can be used in the bathroom- . This cabinet is effective as it is prominent, interactive and engaging, teasing consumer out of their boundaries when purchasing a low-involvement product. Shoppers’ attention is attracted and they are more inclined to go closer to the display. Furthermore, it acts as a visual aid, creating imagery in shopper’s mind. Shoppers are encouraged to visualize themselves using Commandâ„ ¢ products at home, leading to them forming a positive bias, as they can clearly picture how Commandâ„ ¢ products can play a part in their life. When they anticipated satisfaction in using the products, the vivid imagery they had earlier would sway consumers’ in their formation of preference, influencing their purchase decision. 4. 2. 3 Print Ads During our primary research, we were not able to find many local print advertisements solely on Commandâ„ ¢. We managed to find an image of 3M’s advertisement on the front page of a â€Å"Today† newspaper and another advertisement, which had â€Å"3M† in huge font, while â€Å"Commandâ„ ¢Ã¢â‚¬  was just a small logo in the bottom right corner. In consistencies in advertisements like these have led to consumers’ confusion and the inability to differentiate between Commandâ„ ¢ hooks and ‘3M hooks’. Our recommendation would be based on overseas print advertisements by Commandâ„ ¢ and the advertisements we found on 3M and Commandâ„ ¢. 4. 2. 4 Promoters We did not notice any promoters when we conduct our primary research. Based on our secondary research, we found pictures of Commandâ„ ¢ promoters. The promoters did not have a noticeable dress code which allows them to be easily identified in the store. Promoters play an important role in creating public interest and increase product demand. They are the source of information shoppers can turn to when in doubt, helping in shopper’s decision making process. We are not able to analyze this aspect of BTL in depth due to the lack of primary research available. 4. 2. 5 POSM The use of the well known local celebrity Bryan Wong has been effective in reaching out to consumers and possibly encouraging them to be more innovative in the area of home decor. This is can be attributed to his influence in the well-received programme, the â€Å"Home Decor Survivor†, which he has co-host for the past 4 seasons. He is known for his creativity and knack for being innovative. His good reputation, and the high level of reliability and credibility he established throughout the seasons, was a convincing factor for consumers who trust his advice and choice. Furthermore, the use of his pictures on Commandâ„ ¢ in-store advertisements has influenced consumers and serves to remind them that Commandâ„ ¢ products are the best in the market. 5. 0 Recommendations These recommendations are specifically designed to target the 2 categories of consumers we have identified earlier. Using the insight gained from our results and findings about the gist of the associative networks- the linkages between the various concepts- consumers have, our recommendations are proposed with the aim to form the linkages which we want consumers to have when Commandâ„ ¢ comes to mind. We propose 3 different BTL strategies that Commandâ„ ¢ can focus on to inform, raise awareness and increase adoption rate. Table 2 Overview of 5 BTL Strategies Consumer/BTL| Primary Space| Secondary Space| POSM| Print Ad| Promoters| â€Å"Innovalist†| â€Å"Strategising Space Allocation†| â€Å"The Road To Commanding Success†| | â€Å"Visuality Is Key†| | â€Å"Functionalist†| | | | | | . 1 Primary Space Commandâ„ ¢ should occupy shelves at eye levels in outlets where it does not occupy the full shelf as research has shown that products placed at the eye levels get the most attention from shoppers though it does not help in improving the evaluation of the b rand (Eric T. Bradlow, J. Wesley Hutchinson, Pierre Chandon & Scott H. Young 2009). In addition, securing a larger shelf space is helpful in â€Å"increasing brand sales even when the price and location of the products remain unchanged† (Eric T. Bradlow, J. Wesley Hutchinson, Pierre Chandon & Scott H. Young 2009). 5. 1. â€Å"Strategizing Space Allocation† Initiative Commandâ„ ¢ should use words or attributes which Functionalists look out for in their purchases and include it in their in-store advertisements in order to capture their attention and spur them to purchase. Furthermore, Commandâ„ ¢ can explore using the temporary displays more efficiently, by strategically placing them in a manner that would attract the most attention from shoppers. Also, the design of posters found at the top of the temporary shelves can be change as consumers are currently unable to associate them with Commandâ„ ¢ when they view the posters from afar. A sample of this poster is attached in the appendix. We propose that Commandâ„ ¢ expand their shelf space, especially utilizing the eye level ranks and to craft and place its temporary shelves strategically within the space constraints faced in stores, in order to enhance its visual appeal and brand recognition among its consumers. 5. 2 Secondary Space 5. 2. 1 â€Å"The Road to Commandâ„ ¢ing Success† Project This is an interactive road show to increase level of brand awareness and engage consumers in understanding Commandâ„ ¢Ã¢â‚¬â„¢s range of products and how the USPT works. The road show targets both the Innovalists and the Functionalists through 4 activities at 2 different locations. A brief overview of the project is shown in the table below. Table 3 Overview of â€Å"The Road To Commanding Success† Project â€Å"The Road To Commandâ„ ¢ing Success†| | A| B| Venue| Central: * Outside Ngee Ann City * Inside CityLink| Heartland: * Pasir Ris * Tampines * Bedok| When| January 2011 (Before Chinese New Year); 2 weekends; 11am-9pm| Type| Stationary| Mobile (Moves from 1 location to the next)| Others| Media invited to cover event at different venues| Activities| * â€Å"What can you hang? Contest – Ongoing * â€Å"Come and organize! † Contest – Every hour * â€Å"Sketch your idea! † Contest – Ongoing * Live Advertisement (CityLink only) – Ongoing| 5. 2. 1. 1 â€Å"What can you hang? † Contest Participants will be invited onto stage to give a creative answer on what can be hang on Commandâ„ ¢ ’s hooks. Answers will be projected onto a screen on the stage. Viewers can vote for the idea they find most creative and the top 10 winners of the day will walk away with a Commandâ„ ¢ hamper (a full range of Commandâ„ ¢ hooks) either at the road show or at 3M’s office at Yishun. This aims to engage the consumers by involving them in brainstorming about what Commandâ„ ¢ hooks can offer them. In addition, this contest enables Commandâ„ ¢ to get inspirations for future design and improvements to be made to their products by finding out how consumers wish to use Commandâ„ ¢ products. 5. 2. 1. 2 â€Å"Come and organize! † contest Participants will be given a range of common household items (umbrella, keys, towel etc) and Commandâ„ ¢ hooks. They will be tasked to organize all these using Commandâ„ ¢ hooks within 5 minutes, during that time; they are allowed to make changes to the position of the hooks. Viewers will vote for the most creative organizer who will walk away with a mini Commandâ„ ¢ hamper (3 sets of different types of Commandâ„ ¢ hooks). This activity aims to instill in consumers how they can use Commandâ„ ¢Ã¢â‚¬â„¢s hooks and to demonstrate and justify Commandâ„ ¢Ã¢â‚¬â„¢s claim that its hooks can be removed easily and cleanly. 5. 2. 1. 3 â€Å"Sketch your idea! † contest Participants are invited to sketch a creative design of a hook and these designs will be updated on Commandâ„ ¢Ã¢â‚¬â„¢s website and the voting period would last 1 week following the road show. Voting would be done online and the top 10 winners will receive a Commandâ„ ¢ hamper (a full range of Commandâ„ ¢ hooks). This allow Commandâ„ ¢ to understand what the Innovalists want in terms of the aesthetics of hooks which could be a stepping stone for Commandâ„ ¢ to create hooks with new designs. More elaboration is under Future Plans. 5. 2. 1. 4. Live advertisement Commandâ„ ¢ can use the many glass casings along the walkway of CityLink and hire models to stay in the glass casings and act out their lifestyle through using hooks. For example, the actor dresses up as a student and mounts Commandâ„ ¢Ã¢â‚¬â„¢s hooks on the wall, hangs an item, removes the hook and places it at another spot etc. Commandâ„ ¢ can have 3 sets of actors and act out household, office, bathroom scenes which demonstrate how the different types of product can be used in each setting. This would be attention grabbing and interactive, serving to tease consumers about their traditional notion of a road show and at the same time enable them to form a vivid image of how the various Commandâ„ ¢ products can be used conventionally and creatively, creating the perceived need in consumers to purchase hooks. This road show project is effective as it can 1) boost product and brand recognition by 15 times compared to other forms of advertising and 2) achieves a 97% recall rate. 5. 2. 2 â€Å"Is this your room? Start Living! † or â€Å"Tidy Room, Long Living† We propose that Commandâ„ ¢ explore the use of more glass/clear display cabinets similar to that found in HomeFix at Marina Square, bringing the living room environment into the store and showing shoppers how the hooks can be used in the living room. The display would be located in a variety of places, from DIY stores to supermarkets in order to cater to the different consumer profiles who patronize the stores. This would be an effective way to influence shoppers unconsciously and introduce to them how the various Commandâ„ ¢ products can play an important part in the various areas of their homes. The use of the tagline would differ depending on which target consumers Commandâ„ ¢ is targeting. The tagline â€Å"Is this your room? Start Living! † is for Innovalists while â€Å"Tidy Room, Long Living† is for Functionalist. The design of the living room in the display cabinet would be simple, one that encapsulates the essence of a living room. The proposed layout of the display is attached in the appendices. 5. 3 Print Ads 5. 3. 1 â€Å"Visuality Is Key† Instead of using the conventional style of being information oriented, Commandâ„ ¢ should create ads that are more visually appealing by replacing words with graphics. In addition, the choice of words used is critical in distinguishing Commandâ„ ¢ from competitors’ ads. The ads should be structured in a manner that caters to the preferences of our 2 categories of consumers. Specifically words or phrases like â€Å"durable† and â€Å"ability to hold a certain weight† appeals to Functionalists. Innovalist would be attracted to products which appeals to their creativity. Thus, phrases such as â€Å"infinite possibilities† and â€Å"anything; anywhere† appeals to them. Furthermore, the size of the ads should be larger than the current ones and have a high frequency of repetition, for this would increase the level of positive attitude to the brand and the purchase intention (Chanthika Pornpitakpan 2004). However, in order to achieve effectiveness, Commandâ„ ¢ has to vary the ads in order to reinforce its position in consumers’ memory. The ads would be shown approximately every 1-2 months in order to achieve a positive reaction from readers. We have designed different ads to illustrate our point and they are included in the appendix. The location of the various advertisements is shown below. Table 4 Consumer Type| Strategy| â€Å"Innovalist†| Place ads at â€Å"arts centres† eg. Esplanade| â€Å"Functionalist†| Place ads at â€Å"populated places† eg. Bus stops, train stations| 5. 4 Future Plans Our recommendations are designed to educate consumers that Commandâ„ ¢ is superior to its competitors despite their claims to provide the same quality, using the same technology and cheaper offering. To anchor its position as the preferred choice, Commandâ„ ¢ needs to continue developing new innovative products and convey it to consumers in creative means. For the future, we propose that Commandâ„ ¢ introduce its current line of adhesive hooks in an innovative way – having varied shapes and designs and occasion specific designs-. Examples of the shapes Commandâ„ ¢ can explore are shown in the pictures below. Doing so would further differentiate Commandâ„ ¢ from its competitors and boosts its innovative brand image; it also helps to transform the need of buying hooks to a want to buy hooks. Table 4 Examples of Innovatie Hook Designs Pumpkin hooks design for Halloween| Balloon hooks design for Birthdays| â€Å"Ang Bao† hooks design for Chinese New Year| Table 5 Examples of Innovative Hook Designs Table 5 Examples of Innovative Hook Designs 6. 0 Controls & Limitations In the event of a wet weather, the road show may lose some of its attractiveness as shoppers tend to be more reserved in their participation during such situations. The road show would thus not be able to garner the attention it aims to achieve. Singapore being a tropical country, this will be unavoidable as our weather forecast may not be 100% accurate either. The risk could be limited by organizing less road show during the monsoon seasons. In print ads, we are not able to control the environment under which consumers view it. While we may have an advertisement on Commandâ„ ¢, depending on how they peruse the magazine or medium, readers may not be exposed to the ad. Hence, Commandâ„ ¢ might not be able to control the frequency at which one is exposed to its ads. Therefore, print ads will be a long-term rather than a short-term strategy. Commandâ„ ¢ must ensure that they do not waste resources by having aggressive ad campaigns, but stick to an ad every 1-2 months as stated in our recommendation. References 1. Chanthika Pornpitakpan (2004), â€Å"Cross-cultural Differences in the effect of Ad Repetition and Ad Size: Experiments with Americans, Germans and Singaporeans† Journal of Euromarketing 13(2/3), 49-83 2. Company info: http://www. wikinvest. com/stock/3M_Company_(MMM) 3. Creative hook designs: http://wildammo. com/2009/08/07/crazy-and-creative-wall-hooks/; http://freshome. com/2010/05/11/25-of-the-most-creative-wall-hook-designs/ 4. Eric T. Bradlow, J. Wesley Hutchinson, Pierre Chandon & Scott H. Young (2009), â€Å"Does in-store marketing work? Effects of the number and position of shelf facings on brand attention and evaluation at the point of purchase†, Journal of Marketing, 73, 1-17 5. JULIE A. EDELL and RICHARD STAELIN (1983), â€Å"The Information Processing of Pictures in Print Advertisements†, JOURNAL OF CONSUMER RESEARCH, 10, 45-61 6. Kuus Oberecker, Lea M. Wakolbinger and Michaela Denk (2009) â€Å"The Effectiveness of Combining Online and Print Advertisements Is the Whole Better than the Individual Parts? †, Journal of Advertising Research, 360-372 7. LEC : http://www. lecinc. co. jp/english/pr/index. tml 8. Magic Mounts : http://www. magicmounts. com/page4. htm 9. Roadshow Information: http://www. roadshowadvertising. com Appendix Figure 11. The entire shelf space dedicated to CommandTM in HomeFix at Compass Point, SengKang Figure 11. The entire shelf space dedicated to CommandTM in HomeFix at Compass Point, SengKang Figure 12. The shelf with competitor’s products in HomeFix at Compass Point, SengKang Figure 12. The shelf with competitor’s products in HomeFix at Compass Point, SengKang Figure 14. Temporary shelf B in HomeFix at Compasss Point, SengKang Figure 14. Temporary shelf B in HomeFix at Compasss Point, SengKang Figure 13. Temporary shelf A in HomeFix at Compass Point, SengKang Figure 13. Temporary shelf A in HomeFix at Compass Point, SengKang Figure 15. The display cabinet seen in HomeFix Marina Square Figure 15. The display cabinet seen in HomeFix Marina Square Figure 16. The 3M advertisement-collaboration with Giant hypermarts- in Today newspaper Figure 16. The 3M advertisement-collaboration with Giant hypermarts- in Today newspaper Figure 17. The advertisement with 3M in huge font and Commandâ„ ¢ in smaller font. Such advertisements may confuse consumers further, especially when a significant number of consumers are not aware of Commandâ„ ¢ Figure 17. The advertisement with 3M in huge font and Commandâ„ ¢ in smaller font. Such advertisements may confuse consumers further, especially when a significant number of consumers are not aware of Commandâ„ ¢ Venues for â€Å"The Road To Commandâ„ ¢ing Success† Project Figure 18. The 3 locations of â€Å"The Road to Commanding Success† Project Figure 18. The 3 locations of â€Å"The Road to Commanding Success† Project Figure 19. The open space area outside Ngee Ann City where â€Å"The Road to Commanding Success† Project will be held Figure 19. The open space area outside Ngee Ann City where â€Å"The Road to Commanding Success† Project will be held | Item| Cost| Miscellaneous| Ngee Ann City Space Rental| $3,900| | CityLink Space Rental| $1,140| | Equipment/Logistics/Transportation| $4,600| â€Å"What can you hang? †| Prizes @ $150/set| $3,000| â€Å"Come and organize! †| Prizes @ $15/set| $300| â€Å"Sketch your idea! †| Prizes @ $150/set| $1,500| Live Advertisement| Labour @ $6/hour| $360| Total| | $14, 800| Table 6. Estimated Cost for the â€Å"The Road to Commanding Success† Project Table 6. Estimated Cost for the â€Å"The Road to Commanding Success† Project Figure 21. Example of proposed print ad A Figure 21. Example of proposed print ad A Figure 20. Example of proposed print ad B Figure 20. Example of proposed print ad B Figure 22. Transportation of road show materials for Heartlands Figure 22. Transportation of road show materials for Heartlands Our Observations The questions we used to guide us in our observations to ensure a certain level of uniformity among all the observations 1. The estimated age of the consumer. 2. Consumer’s actions in the deciding process : * Which products they picked up * What kind of hooks does the shopper intends/ considering to purchase? What did they do with the product picked- flipped it over to read the details etc- * What products were they looking at? * Was the shopper influenced by any BTL strategies used by Commandâ„ ¢? 3. How long the deciding process takes 4. Shop’s staff actions during this process, if any. 5. Observe the BTL strategies employed by Commandâ„ ¢, if any. Observation #1. L ocation: HomeFix Compass Point Date: Done on the 25th September 2010 Time spent: 1 hour Observed an approximately 30 year old Chinese lady. She went to the Commandâ„ ¢ products first and spent a reasonable amount of time there (about 10 minutes). She took up the hooks for kids, which has Walt Disney designs, at the bottom shelf and the general hooks. She walked away to the shelf displaying competitor’s products, took up the metal hook by Sellery which cost $1. 60 and kept on holding onto it while she glance at the other hooks on display. She took up the wooden hook by LEC-which requires glue for installation- and cost $2. 90. It can carry a maximum load of 3kg. She flipped to the back of the packaging to read the instructions and lingered for a while before placing the LEC back. She also took up the concrete hook by Double-G. In the end, she bought the Sellery hook. She missed the temporary display by Command 3M as her back was facing it when she was viewing the products in the shelf dedicated to Command products. No sign of metal hooks by command Observation #2. Location: Selffix D. I. Y Store, Jurong Point Date: Done on 30th September 2010 Time spent: 45 mintues I noticed two customers interested in the mounting and fastening section. The first customer knew exactly what he wanted, picked up a cheap brand costing $1. 50 and left. The hooks he purchased where a small hook that came in a set of three and had a â€Å"peal to stick† sign on it. His product awareness either showed he had strong brand awareness or was a routine buyer of hooks. The second customer was more of a first time buyer. She spent her time comparing brands, reading the information on the packaging and in the end decided to purchase a pair of large hooks. The packaging contained 3 hooks each was worth $2. 50. The consumers’ behaviour indicated that the hooks were for a particular purpose and was after a brand that could support the weight of what she needed to hang. Observation #3. Location: Harbourfront Center Date: 23 September 2010 Time spent: 30 minutes There were a total of 5 customers who purchased hooks during the 30 minutes observation. 1 of them was a female, while the rest were males. They were all wearing office wear and looked in their mid 30s. The males seemed to be in a hurry as they simply came into the store, grabbed a hook and other DIY items before making payment. Out of the 4 males, only one decided to purchase a LEC hook instead of a Commandâ„ ¢ hook. The female customer spent a little more time deciding on her hook purchase. She compared between the large and small sized Commandâ„ ¢ hook. In the end, she decided on the larger one. Survey Questions Q1. Which age range are you in? a) 25-30 b) 31-35 c) 36-40 d) 41-45 Q2. Are you a a) Male? b) Female? Q3. What is the range of your monthly HOUSEHOLD INCOME? a) Less than $4000 b) $4000 – $6000 c) $6001 – $8000 d) $8001 – $10,000 e) More than $10,000 Q4. Do you currently use hooks? a) Yes (Move on the Q5) b) No (Move on to Q8) Q5. What type of hooks do you use and why? (Choose one which best describes your reason) | Design| Durability| Convenience (Ease of removal and setting up)| Re-Usable| Don’t use this hook| Nail-On| | | | | | Adhesive (Removable)| | | | | | Adhesive (Non-removable)| | | | | | Door Hanging| | | | | | Suction| | | | | | Q6. Where do you use the hooks? | Never (Area has NONE)| Sometimes (Area has some hooks)| Always (Area has the most hooks)| Bathroom| | | | Kitchen| | | | Bedroom| | | | Living Room| | | | Office| | | | Q7. What is your ideal hook? (Move on to Q12) | Not Important at all| Somewhat Important| Neutral| Very Important| Extremely Important| Design of hook (Aesthetic)| | | | | | Design of hook (Shape)| | | | | | Ease of Use| | | | | | Re-Usability| | | | | | Durability| | | | | | Brand (Reputation)| | | | | | Price (Affordable Price)| | | | | | Q8. Why don’t you use hooks? a) I make use of other instruments b) It is not part of my lifestyle (Never considered using hooks at all) c) I need to use it, but I have not gone to purchase it d) Others: ____________________________ Q9. Would you be interested in hooks with adhesive strips that can be REMOVED CLEANLY? a) Yes b) No Q10. An ordinary hook which is not easily removable would cost between $2-$3. Would you be willing to pay $4 for a hook with an adhesive strip that removes cleanly? a) Yes b) No Q11. Have you heard of hooks sold by Commandâ„ ¢? ) Yes (Move on to Q18) b) No (Move on to Q21) Q12. Have you heard of hooks sold by Commandâ„ ¢? a) Yes (Move on to Q18) b) No (Move on to Q13) Q13. Do you currently use hooks with adhesive strips? a) Yes (Move on to Q14) b) No (Move on to Q16) Q14. What brand of hooks do you currently use? a) 3M b) Shunmei c) First Choice d) LEC e) Magic Mounts f) Bostik g) IKEA h) Others: _____________ ________ Q15. After removal, rate the extent of damage on the surface. | I do not use this brand| Non-removable| Removes while damaging paint/wallpaper| Removes cleanly| Never tried removing before| 3M| | | | | | Shunmei| | | | | | First Choice| | | | | | LEC| | | | | | Magic Mounts| | | | | | Bostik| | | | | | IKEA| | | | | | Q16. Would you be interested in hooks with adhesive strips that can be REMOVED CLEANLY? a) Yes b) No Q17. An ordinary hook which is not easily removable would cost between $2-$3. Would you be willing to pay $4 for a hook with an adhesive strip that removes cleanly? a) Yes (Move on to Q21) b) No (Move on to Q21) Q18. How did you find out about hooks by Commandâ„ ¢? a) Newspaper b) Magazines c) Friends & Family d) Internet e) Television f) While shopping g) Others: _______________________ Q19. What kind of hooks do you think are sold by Commandâ„ ¢? a) Nail-on b) Adhesive (Removable) c) Adhesive (Non-removable) d) Door hanging (hooks that ledge onto the top of doors) e) Suction f) Others: ___________________ Q20. What other products do you think are sold by Commandâ„ ¢ as well? a) Bathroom accessories b) Door stoppers c) Cord organization d) Computer games e) Furniture f) Others: ___________________ Q21. Which brand of hooks first comes to mind when ADHESIVE STRIPS are mentioned? (Choose one) a) 3M b) Shunmei c) Commandâ„ ¢ d) First Choice e) LEC f) Magic Mounts g) Bostik h) IKEA Q22. Which of the following brands of hooks first come to mind when the description â€Å"REMOVES CLEANLY† is mentioned? (Choose one) a) 3M b) Shunmei c) Commandâ„ ¢ d) First Choice e) LEC f) Magic Mounts g) Bostik h) IKEA Layout Plans for â€Å"The Road To Commanding Success† Project Stage Screen for â€Å"What can you hang? † Contest Wall for â€Å"Come and organise! † Contest Booth for â€Å"Sketch you idea! † Contest Command Products Display Booth Command Products Display Booth Booth for Command Products Booth for Command Products Booth for Command Products Command Staff/ Promoter/ Emcee 25 Meter 30 Meter Stage Screen for â€Å"What can you hang? † Contest Wall for â€Å"Come and organise! † Contest Booth for â€Å"Sketch you idea! † Contest Command Products Display Booth Command Products Display Booth Booth for Command Products Booth for Command Products Booth for Command Products Command Staff/ Promoter/ Emcee 25 Meter 30 Meter Figure 2 General Layout for Central (excluding CityLink) and Heartlands Decorations such as fake flower garlands or drapes Fake Television Set Stereo Set (hung on the wall using CommandTM hooks) Curtains 1-sitter small sofa Pictures /paintings (hung using CommandTM hooks) Table displaying Command Products Table containing Command products and household items for person to set up in the â€Å"room† 2. 5 Meter 7 Meter Decorations such as fake flower garlands or drapes Fake Television Set Stereo Set (hung on the wall using CommandTM hooks) Curtains 1-sitter small sofa Pictures /paintings (hung using CommandTM hooks) Table displaying Command Products Table containing Command products and household items for person to set up in the â€Å"room† 2. 5 Meter 7 Meter Figure 3 General Layout for CityLink 1. 1 metre 1. 1 metre 1. 1 metre 1. 1 metre Figure 4 Layout of Display Cabinet in stores Figure 4 Layout of Display Cabinet in stores Layout plan for Instore Display ——————————————– [ 1 ]. The heartlands in the West and East side of Singapore. The outlets where these observations are done were at Selffix D. I. Y Store, Jurong Point; HomeFix, Sengkang and Harbour Front Centre [ 2 ]. The exact questions we used to guide us in our observations are in the Appendix [ 3 ]. Henceforth, we would refer to this hook as â€Å"Commandâ„ ¢Ã¢â‚¬  hooks, as we would hope to draw insights from respondents’ willingness to purchase hooks exhibiting the listed attributes which Commandâ„ ¢ hooks do. We do understand that in reality, the brand of the hooks may play a role in moderating this purchase intention. [ 4 ]. Advertisements are found in the appendices. [ 5 ]. 80% of consumers are outdoors during this period of time [ 6 ]. The models would include students, housewives and working adults. This is done so as to allow shoppers to be able to relate to them better and visualize how they can use Commandâ„ ¢ products in their lives. [ 7 ]. European Outdoor Advertising Association, Zurich, Switzerland [ 8 ]. Outdoor Advertising Magazine, July 2002

Study carefully the following extract from The Social Contract, and the painting The Lictors Returning to Brutus The Bodies of his Sons

Both Rousseau and David's philosophy have the same idea where David was influenced by Rousseau to a great extent. However, they have presented their ideas in different medium whereby one was on the written form whereas the other one was on the visual form. Therefore, this essay will prove their ideas in different ways which they are explored by Rousseau and David. Rousseau constructed the social contract was to solve the question of freedom, and his solution to this problem was the construction of the civil state. In other words, his idea was that living in the civil state was similar as signing a contract in which one agrees to obey the general will and not one's particular will. Rousseau wanted to show that man could live in the civil state and be free as in the state of nature. Through the grouping of citizens, each willing to surrender himself and live with others as a whole which required thinking rationally and act morally. Most importantly, by agreeing to the social contract, people gave up their physical freedom in state of nature and signing himself over to the civil state. Hence, this directed by the general will. In the first and second line of the extract, ‘a remarkable change in man' indicates that people would benefit in a change from the state of nature to civil state. He believed that in joining the civil state, people escape the slavery of appetite and fulfill themselves as human beings. Only ‘general will' makes people human. Our particular wills may want to pursue selfish ends with no regard for the people's interests. Hence, Rousseau believed that ‘general will' is a will that â€Å"it would be in each individual's best interest to think according to the general will and so escape brutish stupidity. (Blk 3, pp115). Therefore, votes must be cast to find a ‘general will'. This general will is the product of reason (Blk 3, pp122). Only then will the society benefit if citizen act according to reason and embrace the ‘general will'. Thus, in obeying the state, citizens will be obeying themselves because the ‘general will' should be what they desire. Therefore, the particular will should coincide with the will of the state because everyone wants the best. Another idea from Rousseau was â€Å"to be legimate, the authority the state has over the people must come from the people themselves† (Blk 3, pp97). In social contract, Rousseau is trying to defend a certain view about legimate authority. He argued that a state is only legimate if based on a contract between all its members, in which they give away their bad qualities in exchange for good qualities. Thus, he claimed that the goal of the government should be to secure freedom, equality, rights and justice for all within the state. Hence, he also claimed that we should abandon our inclinations and consult our reason and think as a member of the state. This had to adopt the general will. As such, people could relate Rousseau's political ideas with David's painting. It helped to ignite a passion amongst the French general public and change French politics. In Rousseau's social contract, the minorities of individuals who do not agree with the ‘general will' must not be ignored. When there is a conflict between the two, Rousseau expects that the citizen will rationalize and choose the ‘general will' over his ‘particular will'. To do otherwise would be ignoble and slavish to selfish appetite. This emphasizes duty to state over personal desires and it was this same belief which David, a painter of the Revolution subscribed to. In his painting, â€Å"The Lictors Returning to Brutus the Bodies of his sons†, David painted in such a way that the view of the spectator is at the same level and it is drawn in a horizontal space. The picture is organized into two different figure groups whereby the females are on the extreme right while the males are on the extreme left. Thus, the empty chair forms a barrier between the two halves of the painting. The group of female figures and a woman on the far right attract the attention in this picture. Their strong emotions show sadness and anxiety to grief at the sight of the corpses. The tallest woman gives a point of interest that she is turning towards her dead sons and one of her hands supports her two daughters while the other hand hopes to rush towards her dead sons. However, her two daughters could not accept the truth that the death of their family members as one was fainted and the other one used her two hands to hide her eyes. Next to them is a female who is seated at one corner as she is deeply depressed of this scene. On the left, Brutus sits impassively in the shadow of the goddess Roma and his right arm signals the lictors to bring the corpses in. He turned his back and refused to look at his dead sons. His tightly clenched toes and muscles on his arms show how tense he is. His other hand held a letter tightly. Thus, the content of the letter has something to do with his sons as they planned a plot to overthrow Brutus. Thus, David has chosen a part of history and he has painted at that moment that Brutus sacrificed his sons for the sake of politics. Hence, he has portrayed the conflicts between political duty and family allegiances. The painting became politically significant because the content reflected the Roman republican virtues and promoted the ideas of moralizing France. This painting leads our eyes along perspective lines and into the depths of the room which was blocked half-way on this picture. The column nearest to the viewer, the dark doorway and the walls on the left and the curtain screen on the right block the view of what lies behind the painting, making us focus on the action of the figures which was closer to us. Thus, it also creates a greater depth in the dark brickwork beyond a second row of columns. The colours and features of the lictors who are first to enter the room are darker then those behind them. Hence, this gives a further sense of pictorial space and takes the viewer deeper into the picture creating depth. The red cushion to the left closer to us adds to another dimensional space. Thus, the different proportions of the chairs and table add more space and depth to the picture. Light is bright and has poured into the scene with different angles. This makes the spotlight effect on the female figures which captures our attention. Bright lights also fall on the columns and empty chair, on the feet of Brutus and on the legs of the body on the second litter. It is also more evident from the shadow of the man on the left, the shadow of female group on the cloth and flooring and one of the lictor's shadows is cast on the column. We could conclude that the light is coming from the doorway from the left. These also seem to be lit in their outlines and add to the three-dimensional effect. In his painting, David chose bright colours such as red and orange costumes for the females, table cloth and empty chair. On the other hand, he also chose dark neutral colours to create a somber mood. There is a broad tonal range in it as a whole, from very bright to very dark and this creates dramatic contrasts. The figures are clearly defined and certain colours are repeated and balanced as reflected in this painting. Like David's painting, Rousseau's ideas are also very clear and well-defined. The brushwork is well-defined and shows clear facial expressions. The expressions on the female figures clearly showed their emotion reactions whereas Brutus is left alone. Brutus and his sons had different views as his sons supported the monarchy instead of him. Thus, it symbolizes that from the left are 'emotions' and from the right are ‘reasons'. Therefore, David introduces the themes of the triumph and role of reason. When looking at David's painting, it could not separate from Rousseau's ideas. As I have mentioned earlier, one must surrender himself and live with others as a whole which required thinking rationally and act morally. In other words, we should bring across the moral values that people should be noble and not possess those bad qualities that has mentioned in the extract. Last but not least, the similarity between Rousseau and David is their ideas involved human reasons and attitudes. Hence, it also grasps an emotional and passionate side of man in both painting and extract. These two medium symbolizes both political and historical context. Thus, David's Neoclassical art extolled civic virtues and emphasized morality, Rousseau was willing to sanction death as a punishment allowing for the achievement of his civil state and David's painting serves as propaganda to reflect his ideology in his painting.

An Explanation of the Use of Imagery and Figurative Language to Convey the Central Theme in Mending Wall, a Poem by Robert Frost

An Explanation of the Use of Imagery and Figurative Language to Convey the Central Theme in Mending Wall, a Poem by Robert Frost In the poem â€Å"Mending Wall†, Robert Frost uses language and paragraph structure in order to develop controversial ideas about the necessity of change and stirring rebellion, and about maintaining individuality. One of the prevalent themes present in this poem is that of change, and when it is necessary. When describing the uselessness of the wall, the speaker says, â€Å"My apple trees will never get across/ And eat the cones under his pines†. Here, the speaker emphasizes that the wall is not needed, and implies that there is no use in mending the wall, therefore advocating for change. The speaker’s believes that the wall is not necessary, shown when he says, â€Å"There where it is we do not need the wall† (line 17). He clearly sees no use for the wall anymore and is thinking practically. Logically, maintaining the wall is simply a waste of time and resources, as it is no longer needed. Frost relays the theme of change and rebellion through the speaker’s questioning of old customs as time goes on. After the speaker suggests that they perhaps break down the wall the reaction he receives is, â€Å"He only says, ‘Good fences make good neighbors’ †Å"(line 27). The neighbor’s repetition and insistence of this proverb shows his devotion to tradition and his unwillingness to change. This proverb has most likely been passed down over generations, once again reinforcing the idea that the neighbor is obsessed with custom and tradition. The fact that the poem ends with this line suggests that no change was established, and that the wall remained. The young, refreshing voice of change is clearly overshadowed by the elder opinion that change is unnecessary if the current system is working. This is an extremely powerful and controversial message, which is especially interesting during a time of such political uproar in America. Another message clear in Frost’s poem is that of the importance of individuality. For example, in lines 8 and 9, the speaker says, â€Å"And on a day we meet to walk the line/ And set the wall between us once again†. The order of these lines is meant to express the irony of the situation. The only time the two neighbors converse or meet is when they are trying to ensure that they won’t be bothered by each other for the rest of the year. This exposes the American culture as an individualistic one, and subtly criticizes the American belief in autonomy. In addition, when describing the mending of the wall, the speaker says, â€Å"One on a side† (line 16). This emphasizes the fact that even when working together towards a common goal, the two are separated. Once again, this stresses the importance of individuality in the American culture; the fact that even when we all want the same thing, we refuse to work together to achieve it, and we look out for our own s elf-interests first. Lastly, in line 18, the speaker describes himself and his neighbor by saying, â€Å"He is all pine and I am apple orchard†. The juxtaposition between these two items is once again meant to describe the separation between the two. Despite the fact that they live in the same neighborhood (and are therefore likely from a similar social class), they are still completely separate beings. Again, through this, Frost hopes to express the idea that individuality is one of America’s core values. Through his usage of language and his paragraph structure, Frost conveys controversial views on American society and its perception of change and individuality.

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TACC203 Financial Accounting and Reporting - Assignment Example When depreciation is computed using this method, the depreciation charge throughout the useful life of the assets is equal. In this case, Long Board Limited purchased printing machine for $120,000 which had a useful life of 4 years. The deprecation charge is $30,000 (120,000/4) each year until the machine is sold. The accumulated depreciation is $60,000 in 2 years of usage. At the end of year 2 the company sold the machine for $50,000 cash which resulted in $10,000 loss on this sale since the book value of the machine at that time was $60,000(120,000-60000) as computed above. This method of depreciation is suitable when the economic benefits derived from the assets are equal in every year throughout useful life. Using this method depreciation is charged on the opening balance of the assets by applying the same percentage every year. The depreciation in the early years is greater than the following years because the value of the assets diminishes over the period of time. This method of depreciation is suitable if the benefit derived from the assets are greater in early years than subsequent years. Depreciation is calculated using this method when the economic benefits derived from assets are greater in the early years of its usage. In this case the machine is expected to be used in four years so we need to sum the digits from 1 to 4. In this method the depreciation is charged using the hours of production. It means when the production is higher the depreciation charge is also higher and vice versa. There is no fixed pattern of charging depreciation. It may be possible that the depreciation in the early years is lesser than the depreciation in the following years. Depreciation can be computed as below; Research is defined by IAS 38 paragraph 8, as the original and planned investigation which the entity undertakes in search of new scientific or technical knowledge and understanding. According to IAS 38 paragraph 54-55, all research

Strategic role of Human Resource in business dicisions Essay

Strategic role of Human Resource in business dicisions - Essay Example The role of human resource in taking business decisions lies both in strategy formulation and implementation. However, strategy implementation is more significant and human resource has a great role to play in it because human resources are more flexible than organizational strategies (Sluijs, Klyutmans). Traditionally, Human Resource was considered to be an administrative department only with almost no role to play in business planning and decisions. Gradually, the function evolved and played its role in performance management, managerial development, competency mapping, succession planning, change management and business networking. Inputs from HR started being a part of business decisions. Today, administration and line management is only one of the roles of HR. Human Resource has evolved to become an essential component of management teams for decision making. Many of the line management tasks in Human Resource have become transactional in nature and are therefore controlled by information systems. For example, there are information systems for recruitment, Learning & Education, Employee benefits, Payroll, Performance management and Expenses. Therefore, the role of HR has been oriented more towards strategic planning and change management. The line management part of HR has been replaced by her which a company can even afford to outsource to an It organization or internal IT team but it is the strategic part where key inputs are required from Human Resource (Edward, 2001). Inclusion of Human Resource in strategic decision making leads to greater profitability of the firm. HR being a strategic partner ensures higher management support in training and education activities which leads to increased productivity and workforce engagement. HR can justify required fund allocation for various activities such as training, recruitment, increasing salaries and benefits. These activities help a firm in retaining existing talent,

In the light of the decision in Bankers Insurance Co Ldt v South Essay

In the light of the decision in Bankers Insurance Co Ldt v South (2003) EWHC 380, consider to what extent exclusion clauses in hooliday insurance contracts shou - Essay Example It is the high time to review whether these exclusion clauses are logical and whether the existing regulations are satisfactory, if not what additional regulations are needed in this regard. It requires the regulation of holiday insurance act considering the experience of policy holders in different contexts. However if one analyzes the definition of exclusion clauses, it would be revealed that the legal system has provided several safeguards for the consumers if they are interpreted accurately. Exclusion clause may be defined as a clause which may be inserted into a contract which aims to exclude or limit one partys liability for breach of contract or negligence. However, the party may only rely on such a clause if (a) it has been incorporated into the contract, and if, (b) as a matter of interpretation, it extends to the loss in question. Its validity will then be tested under (c) the Unfair Contract Terms Act 1977 and (d) the Unfair Terms in Consumer Contracts Regulations 1999. This clearly implies that the incorporation of exclusion clause must must not violate the Unfair contract terms act 1977, otherwise its validity will not be considered. Hence the consumers must try to be in full possession of insurance exclusion clause details and attitude history of insurance company in case the problem arises due to exclusion clauses. In the context of recent judgment in bankers insurance company V Patrick South and Ian Gardener, the efficiency of unfair contract terms act 1977, unfair terms in consumer contracts regulations act 1999 and other related acts as far as the accurate interpretation of exclusion clauses has to be discussed. This judgment exposed several drawbacks that are still existing in the present holiday insurance act. Hence the present paper discusses the status of present regulations, inclusion of additional regulations for guaranteeing the fairness in protection of interests of policy holders in the context of above mentioned case. The review

Marketing and Twitter Essay Example for Free

Marketing and Twitter Essay 1. Is Twitter just a bright idea or a real business opportunity? To what extent does Twitter’s situation reflect the past record of its founders? I think Twitter is a bright idea but also a real business opportunity that its founder has been waiting since 1997. Evan William has developed so many different ideas and created some companies which he sold. There are so many similar social networking companies. Although the idea of Twitter is not fully original or new, but it’s a most successful one. The founder takes a unique opportunity while others don’t and he takes risks that others think is impossible. He had the vision and creativity of a true entrepreneur. 2. A). what is Twitter’s Advantages and challenges given it chosen technology configuration? Twitter is an easy-to-use broadcasting system that allows users instant to transmit short message in real time. It just need carry standard cellular phone to tapping out a message. It’s an open source platform while you can restrict the subscription lists to selected subscribers, or leave it open, which allows anyone to sign up to read your Tweets. B). what are the benefits and challenges for corporations looking to use Twitter internally and externally For internally, the employee can encouraged to participated in a group effort to post topic and join in the conversation with the followers, and the corporation is able to get instant feedback from the followers by using informal Twitter polls. For externally, Corporations are using Twitter for a web site targeting a very niche market, this is pretty impressive. There are few ways Twitter has positively impacted on corporation’s brand image. First, use Twitter can raise the visibility in the marketplace. Second, Twitter have enabled corporation to connect with their customers in a way that makes them feel like they are a part of what corporation doing. Third, many people responded that they actively seek out product on social media. Moreover, Twitter can be a promotional evangelist for the corporation. 3. What has been Twitter’s marketing approach to date, and is it sustainable? By the looks of the information from the case that looks like Twitter has reached its limits with the current marketing approach they used up to date. In order to avoid being pushed out of the market, Twitter should build relationships with potential rivals, but not trying to break them. The biggest marketing problem which Twitter faces is adapting their vision and strategy to the potential market. This can only be done if they adapt a stable structure and operating process as much as changing their values according to their users and market needs. 4. Can Twitter ever earn profits? If so, what are the best ways it can monetize? Twitter can ever earn profits if they manage their market growth and service delivering correctly. For outsider, Twitter should consider selling a part of company to a more stable company that could assist them in staying ahead of their future rivals. Selling some rights can assisted them generating income and help them adjust their marketing strategy. For themselves, Twitter can sell advertising space and adding more attractive services to keep the user excited. Also, Twitter should pay attention to some service their competitor focus but they missed.

Ashley Fields Disseration Essay Example for Free

Ashley Fields Disseration Essay Ashley Floyd Fields This dissertation examines the concept of intuition in decision-making by means of a Literature Review and a study of measures within organizations. In the Literature Review, the nature and experience of the use of intuitive skills and abilities will be examined and discussed. Research questions regarding the relationship between intuitive-type thought processes and methods of thinking and decision-making are considered. Finally, the Literature Review will explore rational and non-logical processing styles in decision-making and the organizational positioning which call for an intuitive approach. Using a survey instrument, the study will examine group differences in measures for individuals having various positions and functions within a variety of organizations. Dr. Gary Salton’s Organizational Engineering concepts (Salton, 1996) which are consistent with the concept of intuition, provide the focus of this study. Organizational Engineering differs from other theories by looking at intuition as a phenomenon arising naturally from the information processing and decision-making methods and modes employed by individuals. The research question is: Do various combinations of method and mode produce results that are consistent with the findings other researchers have attributed to intuition? The research question was tested by five interrelated hypotheses. Three hypotheses were designed to examine both the Reactive Stimulator and Relational Innovator style component and their proposed relationship to hierarchy. In addition, two hypotheses were designed to test Research Development, Information Technology, and Customer Service for the relative level of intuition required to discharge these functional responsibilities effectively. All of the study hypotheses were found to perform as anticipated at a very high level of significance. However, in Hypothesis 2, the level of Reactive Stimulator did vary systematically within leadership ranks. Ashley Floyd Fields In fact, individuals using an unpatterned method (organization of data being input) and a thought and/or action mode (character of intended output) would arrive at decision options which would not appear to follow any of the standard, logical, and/or existing processes. Thus, an outside observer would tend to attribute the unexpected idea as arising from some sort of insight process founded on intuition. ACKNOWLEDGEMENTS While writing this dissertation, I continually thought of its beginning, when, in an intuitive moment, I decided to research the use of rational and non-rational thought processing within organizations. I believed then, and especially now, the topic would provide significant insight to the behavior within organizations at the individual, group and organizational levels. The process I have gone through is not unlike what happens today in organizations. At various stages of development, I received a spectrum of responses, both encouraging and challenging. What I thought was â€Å"cutting edge† research many times felt like â€Å"bleeding edge† because one of the characteristics associated with intuition is the inability to fully explain how you arrived at the answer being professed. Fortunately, as happens in organizations, knowledgeable individuals stepped forward and supported going forward with the research. At this time, I would like to gratefully acknowledge my committee members: Dr. Ron Fetzer, Dr. William Snow, Dr. Bill Harrington, and Dr. Joe Balloun. For anyone who has been or is currently in a doctoral program, you know words are inadequate to express appreciation for people who have dedicated themselves so that others, like myself, could achieve such a significant milestone as the completion of the research process. Another critical and crucial supporter of this work is Dr. Gary Salton. Dr. Salton exemplifies the intuitive practitioner who, years ago, began developing the concept of Organizational Engineering and compiling the database which became the basis for this research. His unselfish contributions enable us all to benefit from organizational insights to this research which can facilitate new methods and better results at all levels for organizational workers. Also during the course of researching and writing this dissertation, I have been blessed to have discussed this work personally with individuals well known in the fields of business, organizational development, and change management. I wish to thank the following people whose conversations were both encouraging and enlightening: Dr. Weston Agor, Dr. Bill Taggart, Patricia Aburdene, Dr. Charles Garfield, Dr. Elliott Jaques, Dr. Warren Bennis, and Sharon Franquemont. In addition, I wish to thank the individuals who have assisted me in various ways over the years. Lest I should unintentionally leave one or two out, I say to them sincerely â€Å"Much Thanks†. Without you I know I would not have made it. As you read this, you will know in your hearts and minds who you are. Last but not least, I would like to express my love and appreciation for my family, who have sacrificed time and resources during both the course of study and the writing of this dissertation: To my loving and supportive wife, Sharon, who wanted me to finish as much as I did; to my children, Whitney and Geoffrey, who wondered if they would graduate high school before I completed my course of study; and to my parents who, â€Å"May They Rest in Peace†, did not live to see this moment in time, at least not from here on earth. TABLE OF CONTENTS Page List of Tables List of Figures Chapter 1. INTRODUCTION Purpose of the Study Significance of the Study Theory/Aspect of Theory Being Tested Research Question Definition of Terms Overview of Total Research Study 2. LITERATURE REVIEW Definition of Intuition Major Theorists Researchers Management Oriented Research 28 Instrumentation Summary 3. METHODOLOGY Variables Relational Innovator Dimension: Hypothesis 1 Reactive Stimulator Dimension: Hypothesis 2 Organizational Level: Hypothesis 3 Relational Innovator/ Reactive Stimulator: Hypothesis 4 Hypothetical Analyzer/ Logical Processor: Hypothesis 5 I-OPTTM Instrument Database Subjects Population Instrument Design Validity and Reliability of the Instrument Data Analysis Environment Summary 4. ANALYSIS AND PRESENTATION OF FINDINGS Hypothesis One Hypothesis Two Hypothesis Three 1 1 1 2 7 7 8 9 9 10 18 40 42 44 44 44 45 46 47 48 49 50 54 55 55 57 59 59 60 60 63 67 ix xiÃ'Ž Hypothesis Four Hypothesis Five Summary 5. SUMMARY AND CONCLUSIONS Overview of Significant Findings Limitations of this Study Implications for Human Resource Management Professionals Recommendations for Future Research Conclusions Appendix A. I-OPTTM SURVEY B. THE VALIDITY AND RELIABILITY OF ORGANIZATIONAL ENGINEERING INSTRUMENTATION AND METHODOLOGY C. PERMISSION LETTER D. CLASSIFICATION OF HIERARCHICAL LEVELS REFERENCES CITED BIBLIOGRAPHY 73 78 82 83 83 85 85 88 90 91 93 96 98 101 108 LIST OF TABLES Table 1. 2. 3. 4. 5. 6. 7. 8. 9. 10A. 10B. 11. 12. 13. 14A. 14B. 15. 16. 17A. 17B. 18. 19. 20A. Instruments Measuring Intuition Examples of Work Groups in the Database Types of Industries/Areas Included in Database Organizational Distribution of Experts Occupational Positions of Experts Educational Achievements of Experts Statistical Results of Hypothesis 1: Relation of Hierarchical and Relational Innovator Levels Statistical Results of Hypothesis 2: Relation of Hierarchical and Reactive Stimulator Levels Mann-Whitney Test Results of Hypothesis 2a : Leaders versus the Population in Reactive Stimulator Score Hypothesis 2: Leader Median and Mean Reactive Stimulator Results Hypothesis 2: Population MedianÃ'Ž and Mean Reactive Stimulator Results Non-Parametric Statistical Results of Hypothesis 3: Relation of Hierarchical Position to Conservator Pattern Levels Mann-Whitney Statistical Results of Hypothesis 3: Leaders versus Population in Conservator Pattern Levels Median Test Statistical Results of Hypothesis 3: Leaders versus Population in Conservator Pattern Levels Hypothesis 3: Population Conservator Pattern Descriptive Statistics Hypothesis 3: Leader Conservator Pattern Descriptive Statistics Mann-Whitney Statistical Results of Hypothesis 4: Changer Comparison of Research Development and Information Technology Median Test Statistical Results of Hypothesis 4: Changer Pattern Comparison of Information Technology and Research Development Functions Hypothesis 4: Mean Research Development Changer Pattern Results Descriptive Statistics Hypothesis 4: Mean Information Technology Changer Pattern Results Descriptive Statistics Mann-Whitney Test Statistical Results of Hypothesis 5: Conservator Comparison of Population and Customer Service Median Test Statistical Results of Hypothesis 5: Conservator Pattern Comparison of Customer Service And Population Hypothesis 5: Mean Customer Service Conservator Pattern Results Descriptive Statistics Page 40 52 53 58 58 59 61 63 66 66 67 68 70 71 72 72 74 75 76 76 79 80 80 20B. 21. Hypothesis 5: Mean Population Conservator Pattern Results Descriptive Statistics Hierarchical Distribution of LeaderAnalysisTM Database 80 100 LIST OF FIGURES Figure 1. 2. 3. 4. 5. 6A. 6B. 7A. 7B. 8A. 8B. 9A. 9B. 10A. 10B. 10C. 11A. 11B. 11C. Basic Information Processing Model Large Scale Determinants of Information Processing: Method Large Scale Determinants of Information Processing: Mode Summary of Strategic Patterns Maslow’s Hierarchy of Needs Hypothesis 1: Median Scores by Hierarchical Rank Hypothesis 1: Mean Scores by Hierarchical Rank Hypothesis 2: Median Scores by Hierarchical Rank Hypothesis 2: Mean Scores by Hierarchical Rank Hypothesis 3: Median Scores by Hierarchical Rank Hypothesis 3: Mean Scores  by Hierarchical Rank Hypothesis 3: Median Score by Population and Leader Hypothesis 3: Percent of Cases Above Median by Population and Leader Hypothesis 4: Changer Pattern Median Scores by Information Technology and Research Development Hypothesis 4: Changer Pattern Percent of Cases above Median by Information Technology and Research Development Hypothesis 4: Changer Pattern Mean Scores by Information Technology and Research Development Hypothesis 5: Median Scores by Population and Customer Service Hypothesis 5: Percent of Cases Above Median by Population and Customer Service Hypothesis 5: Mean Scores by Population and Customer Service Page 3 3 4 8 16 62 62 64 65 69 69 72 73 76 77 77 81 81 82 CHAPTER 1 Introduction This study examines the concept of intuition in decision-making by means of a literature review and study of measures currently being used within organizations. Human behaviorists have examined why the performance of some people get them to the top while others around them remain in lower levels of the organization. They have considered situations such as, given the same information, one person completes a problem-solving process much sooner than another with nearly the same responses and wondered how that happened. This research focuses on the relationship between intuitive thought, organization level; and function. It explores the use of intuition in decision-making and the organizational conditions which call for an intuitive approach. Purpose of the Study The purpose of this research is to determine the systematic use of intuitive skills and abilities in business organizations. Management research historically has been biased toward the analytical process in decision-making. This rational approach has been more popular as the preferred and acceptable method for studying management practices. Alternative unstructured methods have been ignored or labeled irrational in the negative sense. However, since this study’s focus is centered on working adults, judgment can be reached using other non-logical thought processes such as intuition, which take into account years of expertise, considerable introspection, and/or informal rules learned over time. This study identifies major theorists and their opinions and findings, as well as their sources of learning. However, no attempt is made to  exhaustively identify all sources referencing the theories and studies related to intuition. Primary examination is given to twentieth century researchers, although earlier authors of prominence are noted in selected cases. Significance of the Study Eisenhardt (1989) linked rapid decision-making to such characteristics as decisive, operations-focused, hands on, and instinctive. Therefore, fast decision-making is linked to effective performance. As an example of behavior linked to fast decisionmaking, Eisenhardt found executives gathered real time information on firm operations and the competitive environment which resulted in a deep, intuitive grasp of the business. This intuitively-based understanding translates into improved business performance. Many managers report using intuition in their decision-making, in spite of the deeply rooted bias against non-rational methods (Agor, 1984a; Agor, 1984b; Dean, Mihalasky, Ostrander, and Schroeder, 1974; Isaack, 1978; Mintzberg, 1976; and Rowan, 1986). Reports of managers use of intuition ranges from inferential processes, performed under their own pre-existing database (Agor, 1986a,b,c,d) to acceptance and use of predictive abilities (Dean, Mihalasky, Ostrander, and Schroeder, 1974). Successful decision-makers have been found to have great predictive abilities (Cosier and Alpin, 1982; and Dean, Mihalasky, Ostrander, and Schroeder, 1974). However, many managers remain unwilling to acknowledge their use of intuition, fearing negative responses from their colleagues (Agor, 1986a, 1986b, 1986c, 1986d). Additional researchers who influence this study are Barnard (1968), Vaughan (1979), Hermann (1981), Isenberg (1984), Simon (1987), and Parikh (1994). This study seeks to redefine intuition in a form which is acceptable to the rationalistic school and yet accommodates the scholarly but more inferential approaches. The study explores the use of intuition in an extensive cross section of people in organized environments. Theory/Aspect of Theory Being Tested Gary Salton (1996) developed the Organizational Engineering theory as a way of measuring and predicting the behavior of interactive groups of people. In Salton’s theory, human beings are regarded as information processing organisms, by which, the human is bound to the Input-Process-Output model (Figure 1) common to all information processors, regardless of their format. INPUT PROCESS Figure 1 Basic Information Processing Model (Salton, 1996, p. 9) OUTPUT Salton’s (1996) theory proposes the type of information sought and the intended direction of the output predetermines processing behavior. For example, if the subject does not collect detail in the input phase of the process, his output will not likely be tightly structured, logical, precise, or optimal relative to the issue being addressed. Rather, minimal output will probably result. In effect, therefore an individual using an opportunistic strategy obtains speed of response at the price of precision. Salton’s (1996) theory maintains an input-process-output model is largely governed by two large-scale factors: method and mode, which are conceived as continuums. Method (Figure 2) governs the character of input. At one end of the continuum is what Salton calls an unpatterned method. Using the unpatterned strategy, an individual simply acquires whatever information is readily available and appears relevant to the issue at hand. UNPATTERNED STRUCTURED â€Å"An Available Way† Convenient Expedient Opportune Spontaneous METHOD (INFORMATION ORGANIZATION) â€Å"A Predefined Way† Template Formula Scheme Pattern Map Figure 2 Large Scale Determinants of Information Processing: Method (Salton and Fields, 1999, p. 49). The other end of the method continuum (Salton, 1996) is defined as a structured methodology. Here the individual has some form of structure and attempts to apply it to acquire information, which appears relevant to the issue at hand. An individual can move to any point on the continuum trading speed, precision, understanding and certainty of outcome with every increment along the scale. Salton (1996) defines the other large-scale characteristic as mode. This is visualized also as a continuum (Figure 3) ranging from thought on one polar extreme to action on the other. Salton defines thought not as a cognitive activity but rather as an intermediate result. Therefore, under Salton’s definition, a plan requiring many hours of physical activity and which might fill reams of paper will still be considered a thought based response. It is intermediate. It has no effect on the outside world or the issue being addressed until it is acted upon. Action (Salton, 1996) is the other end of the mode continuum. Here, the subject acts directly to affect the issue in question. This action may or may not have been preceded by thought as defined by Salton. From this perspective of intuition theory, action can be seen as a more decisive, aggressive, or positive response by an external observer. Thought, on the other hand, appears to the outside observer to be more rational, reflective, or coherent. Therefore, a subject tending to favor the action end of Salton’s continuum will tend to be seen as decisive, operations-focused, and hands-on. These characteristics were associated with people employing intuitive strategies (Eisenhardt, 1989). THOUGHT ACTION â€Å"An Intermediate Step† Plans Assessments Evaluations Judgements Advise Counsel MODE (DIRECTION FOR USE OF INFORMATION) â€Å" A Direct Effect on the Issue under Consideration†Ã¢â‚¬  Initiative Intervention Act Execution Figure 3 Large Scale Determinants of Information Processing: Mode (Salton and Fields, 1999, p. 49) These basic components of Salton’s theory carry major implications for the study of intuition theory. Various combinations of method and mode produce behaviors paralleling the behaviors attributed to intuition. For example, a person using an unpatterned approach appears to an outside observer to be following a more intuitive strategy. There appears to be no logical structure to the information required. The logic exists, but it is in the mind of the subject and concerns the potential relevance of information to the specific issue being addressed. If questioned, the subject may or may not be able to readily articulate why a particular element of information was selected. The outcome of this process is entirely consistent with rapid decision-making, displaying characteristics that are considered instinctive—a phenomenon often attributed to intuition (Eisenhardt, 1989). The use of the unpatterned end of Salton’s continuum also produces results consistent with Clark’s (1973) view, since the person will not know how he knows what he knows. The mode element of Salton’s theory also has implications for intuition theory. The thought side of Salton’s continuum focuses primarily on intermediate steps (study, assessment, evaluation, etc. ), many of which are not observable. Therefore, a person using an unpatterned method and thought mode may experience intuitive insights not visibly displayed. A person using an unpatterned method with an action mode, however, will exhibit behaviors an observer can readily attribute to intuition. Inputs potentially useful to address the issue at hand are quickly acquired and promptly applied. A portion of these will successfully address the issue at hand and may be noticed by others who interact with the decision-maker. These outsiders may comment on the decision-maker’s insight, further establishing or reinforcing the decision-maker’s self-conception as being intuitive. An example may help illustrate this situation. Consider a situation in which a person uses an unpatterned method to address a particular issue, such as when an executive interacts with the Board of Directors or with special interest groups. The person would begin indiscriminately seizing information, to help resolve the issue. If the person is also using an action mode, he will tend to apply the information without hesitation. If it works, the search is over. If it does not, he or she returns to the environment, picks up another piece of information, and cycles through the process again. The indiscriminate acquisition of information increases the probability of discovering an improbable but valid way of addressing the issue. In other words, by not following an established structure, the person increases the odds of a serendipitous discovery or of a previously unrecognized approach to resolve a problem. This type of resolution is easily attributable to insight or intuition since it is unexpected and not readily attributable to an obvious antecedent. Intangible concepts like intuition may be the real stimulus. Because research in information acquisition is limited as well as in planning the application, the cycles can occur very rapidly. The use of the action mode increases the probability an individual will repeatedly demonstrate intuitive-type results in a manner visible to others. This often-observed style or behavior in turn suggests an innate quality. Hence, the person is considered to be intuitive. Similarly, method and mode operate in a continuum; thus, people would exhibit degrees of intuition. However, the more committed a person is using an unpatterned method for information acquisition, the more likely they will display behavior attributable to intuition, and whom others will describe as using an intuitive strategy. The focus on this combination of method and mode is similar to other thinkers in the field. For example, many issues addressed at the senior executive level do not have a readily identifiable structure of information acquisition. Some have parameters encouraging thought based (i. e. , intermediate) responses, while others will require immediate action/reaction. Therefore Salton suggests executives will use both nonlogical and logical methods in the conduct of their ordinary affairs—just as Barnard (1968) also proposed and Agor (1986a, 1986b, 1986c, 1986d) confirmed. Salton does not directly address intuition in his research because his focus is on the interactive behavior people use in group activity. Other theorists and researchers have relied on psychologically based processes, which are not readily visible to external observers. However, as demonstrated above, Salton’s theory can readily serve as a vehicle for integrating the works of multiple authors who have written extensively on intuition. In addition, Salton’s theory has the merit of using ratio-scaled variables that allow people to express degrees of commitment to one or another strategy (i. e. , method and mode) which can be measured and tested. This study proposes the behavior a person exhibits using unpatterned information acquisition methods and action-based output modes will be consistent with the work found by numerous intuition theorists. This study also proposes the use of these strategies (unpatterned method, action mode) will be systematically exhibited in a manner consistent with the findings of others. Research Question This study will focus on the following research question with regards to management decision-making and the use of intuition: Do various combinations of method and mode produce results that are consistent with the findings other researchers have attributed to intuition? Definition of Terms Organizational Engineering theory adopts a set of variables useful in describing the operation of the theory. This section defines these, as well as other terms applied in this study. Intuition – A way of perceiving which relies on relationships, meanings, and possibilities beyond the reach of the conscious mind (Myers and McCaulley, 1985) and includes behavioral attributes (Brown, 1990). A way of knowing in which we often do not know how we know what we know (Vaughan, 1979). Hypothetical Analyzer – One who processes information in a thought-oriented mode using structured methods (Salton, 1996). Logical Processor – One who processes information with an inclination for the action mode using structured methods (Salton, 1996). Reactive Stimulator – One who processes information with an inclination for the action mode using unpatterned methods (Salton, 1996). Relational Innovator – One who processes information in a thought-oriented mode using unpatterned method (Salton, 1996). Changer – This orientation pattern combines the styles of Relational Innovator and Reactive Stimulator (Salton, 1996). Conservator – This orientation pattern combines the styles of Logical Processor and Hypothetical Analyzer (Salton, 1996). Perfector – This orientation pattern combines the styles of Relational Innovator and Hypothetical Analyzer (Salton, 1996). Performer – This orientation pattern combines the styles of Reactive Stimulator and Logical Processor (Salton, 1996). Figure 4 (Salton, 1996) illustrates the various combinations and their resulting strategic patterns, given different primary and secondary strategic profiles. PATTERN Changer Conservator Performer Reactive Stimulator (RS) Logical Processor (LP) Figure 4 Summary of Strategic Patterns. Perfector Relational Innovator (RI) Hypothetical Analyzer (HA) Overview of Total Research Study Chapter 2 reviews the findings of major authors in the field of intuition research and forms the foundation for the testable hypotheses to be used to examine the research question. CHAPTER 2 Literature Review Intuition is a relatively new subject of academic interest. Literature on the subject, particularly on its use in decision-making did not become prevalent until the early 1970s (Argyris, 1973a, 1973b; Clark, 1973; Dean, Mihalasky, Ostrander, Schroeder, 1974; Jung, 1971; Leavitt, 1975a, 1975b; Livingston, 1971; Mintzberg, 1973, 1975, 1976; and Simon, 1977). These works, along with research in the 1980s, incorporated intuition related literature and research prior to the 1970s and as far back as the 1950s (Riggs, 1987). This research study concentrates specifically on the research literature as it relates to the use of intuition in decision-making among organization managers and executives. Various organizational environments are examined in the literature review and thus, may be reasonably considered an overview of the subject. This research is classified into two categories: (1) theoretical developments concerning the concept of intuition, and (2) survey studies supporting the premise for using intuition in decision-making. The overview provides information on the use of intuition in business organizations as a function of leadership and decision-making; and explores various well- established methodologies as well as those still in development. Definition of Intuition The term intuition is defined as â€Å"knowing something instinctively; a state of being aware of or knowing something without having to discover or perceive it†¦Ã¢â‚¬ . (Encarta, 1999). Intuition is seen as an innate capacity not directly accessible by considering the process which gives rise to a judgment or action involving it. Thus, intuition seems to be a residual process accommodating whatever can’t be explained by other means. The literature reflects the inherent lack of obvious conceptual framework for the term intuition. Some of the alternative descriptors are ESP, psi, judgment, insight, and gut feelings (Dean, Mihalasky, Ostrander, and Schroeder, 1974); hunch (Barnard, 1968); extrasensory perception (Leavitt, 1975b); non-rational (Cohen and March, 1974); recognition (Goldberg, 1983; Ray and Myers, 1986), and edge (Tichy, 1997). Such non-specific definitions suggest that different authors and researchers could be describing different processes or even measuring different phenomenon. Conversely, experts could be referring to the same phenomenon with different labels. Major Theorists This study attempts to capture the value of various theorists’ approaches by focusing on the central contribution of each, and how these compare or contrast to Organizational Engineering theory. Theorists are often classified as personality based such as Jung or transpersonal based such as Vaughan. The more classical theorists’ approach view intuition as a distinct pattern of thought from the rational mode (Jung, 1971), while the transpersonal theorists’ approach considers the integration of rational and intuitive approaches and considers them both valid and separate, as well as complementary (Goldberg, 1983; Vaughan, 1979) One of the most important figures to focus on the concept of intuition is Carl Jung. His theory of psychological types is the basis for the development of the widely used Myers-Briggs Type Indicator (MBTI) (Kroeger and Thuesen, 1992). Jung’s theory of intuition suggests intuition is a psychological function present in all people to varying degrees and is manifested in personality types. Jung defines intuition as a perception and comprehension of the whole at the expense of details attributable to unconscious process. Intuition is thus viewed as a cognitive function outside the province of reason and given consideration whenever established rational or other cognitive concepts do not work. In short, it is the perception of reality in which the intuitive knows, but does not know how he knows (Clark, 1973). Later, Jung broadens his thoughts on personality types by introducing the concept of synchronicity, which further helps to explain intuitive-type feelings and visions not attributable to coincidence (Rowan, 1986). Jung uses such phrases for intuition as hunches, inspiration, and insight to problem-solving methods, all of which reflect little patience for detail or routine (Behling and Eckel, 1991). Vaughan (1979) describes four levels of intuition: physical, emotional, mental and spiritual. The theorists, writers and researchers describe intuition in both psychological and physiological terms. Intuition experienced through physical levels includes bodily sensations such as tension or discomfort. This is not to say however that every bodily sensation indicates an intuitive message, but these physical symptoms can be used for self-awareness, as well as a source of warnings and signs. Emotional intuitive messages take several forms, such as liking or disliking something or someone for no apparent reason, feeling the need to perform an action or do something, and sensing energy levels in oneself or others. Emotional level intuition can be used to deepen one’s self-awareness and to understand others (Vaughan, 1979). The mental level of intuition is typically experienced as images or ideas. It may appear as the perception of patterns, insights, or images, especially in problem-solving situations. Intuition at the mental level can be used to trigger creativity, explore problem-solving areas not previously mined, and to enhance learning (Vaughan, 1979). Spiritual intuition does not rely on sensations, feelings, or thoughts. In fact, these are considered being distracters at the spiritual level (Blackwell, 1987; Vaughan, 1979). Spiritual intuition is a means for improving self-awareness and transpersonal experiences. Vaughan does not clarify whether a single intuition mode is responsible for all four types or whether unique factors exist for each type. This generality suggests Vaughan is defining taxonomy rather than a theoretical specification which can be tested and validated through scientific methods. Salton’s Organizational Engineering theory however does account for all facets of Vaughan’s taxonomy. Salton’s theory focuses on inputs and outputs, regardless of the source or the outcome. Vaughan’s physical, emotional, mental or spiritual intuitive factors can be accounted for with equal facility. Salton’s Organizational Engineering theory argues intuition is the result of a single process. Therefore, there is no operational need to specify the source or destination of the input-output chain (Salton, 2000). Vaughan’s approach may be of value in describing intuition but it is not suitable to test the concept. Like Vaughan, Salton is indifferent to the source of the input providing the initial drive toward an external response. Further, Salton makes no judgment about the value, or lack of value, of these explanations. The rational approach to intuition accepts the notion that the human mind has alternative methods of processing information and these methods influence behaviors. For example, Jung posits four independent but interacting categories of cognition— intuition, thinking, feeling, and sensing. Each of these cate.