Theories relating to the grief process

Theories relating to the grief process Most theories of grieving derive from the works of Sigmund Freud and Eric Lindemanns understanding of mourning and include two assumptions: A / Grieving is time limited. The process should be completed or resolved after a year or two. B / The main task of grieving is to achieve decathexis (one should detach oneself from emotional ties to the deceased so as to be able to form new relationships.). Horacek, (1991). There are two complex processes taking place within this topic that we call Grief. Firstly there is the emotional side (grief) and can take on many obvious and subtle forms. Secondly there is the process or grieving stage as it is more commonly indentified. It is within this second stage that the bereaved is called upon and to allow them selves to make a raft of choices and decisions such as the funeral arrangements or when at some point do they allow themselves to decide what to keep as mementos and what not to. Often these sides can become entwined into one and the bereaved may end up in a state of confusion and stagnant response. This may lead to a third state in which the bereaved becomes dysfunctional within their grief processing and literally becomes stuck in whatever position or state they are in and cannot allow themselves release from that state and to move forward. Grief does not exist within the world of death only. Grief may come from many physical and psychological changes that are totally unrelated to death. Loss of a limb; incapacitation of body use as a result of an accident; loss of a boyfriend or girlfriend; loss of a marriage; bankruptcy; loss of a personal business. I could list more but the point is to say that grief covers an extremely wide and complex area of understanding and acceptance. For the purposes of this essay, I will concentrate upon the subject of death and how does one handle the situations of that death. I will cover various models as they relate to a child (0 11) and to that of an adolescent. Then, we will look at those of an older person and also take into account the elderly. How do the various models of grief and the process of grieving change with age? Are there stages of recovery or is the recovery a process that may never be finally finished? Either way, grief and grieving is a personal experience and will vary among ages, culture and background. It would become too involved for the purpose of this topic to introduce culture and background, so I will therefore keep this essay to the more general form of models of grief and their relationship to those of age. Does a child have the capacity to experience grief and to mourn as do adults? Bowlby (1963), and Fusman (1964), sees a child as capable of suffering major bereavement particularly with a close family member and probably with other close significant losses as well. In that reference, there were no given age ranges so I will take the point of a child being of 0 11 yrs of age. Lindemanns seminal study in 1944 on the Symptomatology and Management of acute grief is similar to Freuds understanding. But how does that apply to a child? Whilst Bowlby recognised a similarity to Freuds point of view, he also recognised that a young child is capable of suffering major bereavement as mentioned. But these responses can come from many influences. Obviously, they are different to those of an adult but none the less they (adults) do have an influence upon the childs perception and response to their ability to handle grief and grieving. It is suggested that a child will copy to the best of their ability, the grieving patterns of their remaining significant parent or even that of an older sibling (Bowlby, 1980; Kubler-Ross, 1983; Schumacher, 1984). Other factors can also have an influence on the childs response such as the nature and intensity of their attachment to the deceased; their developmental level; the capacity to understand what has happened (the conceptualisation of death and what explanations are given to them); and the nature and circumstances of the death. It is reasonable to assume that a child can experience a bereavement response, probably in an attenuated form death of a grandparent, parent, uncle, teacher, playmate, family pet or even the loss of a favourite toy. Ambivalence and dependence are core themes of a childs relationship with family members and a childs grief may be influenced by this aspect of their attachment to the deceased. Childrens conception of death closely parallel Piagets (1952) successive levels of cognitive development (Berlinsky Biller, 1982). For example, during the sensorimotor period (birth 2yrs), the childs concept of death is non-existent or incomplete (Kane, 1979). Most workers agree that the younger childs response, particularly to the death of a parent, is likely to be indistinguishable from that of separation response. For a child of 2 or younger, they do not have the concepts of time, finality or of death itself but they may show, if for instance their mother dies, typical phases of denial, protest, despair, and eventually detachment (Kastenbaum, 1967; Berlinsky Biller, 1982). During Piagets pre occupational period (2 6yrs), a childs cognitive development is dominated by magical thinking and egocentrism. Consequentially at this stage, they believe that death can be either avoided or reversed (Melear, 1973; Anthony, 1971; Stillion Wass, 1979). Furman (1963) believes that from 2 2 Â ½ years onwards a child is able to conceptualise death to some degree and to mourn. Melear found that children within this age group viewed the dead as having feelings existing in a life like state. Because of their thinking, the child may feel responsible for causing the death and consequently feel shame and guilt. Progressively, through the period of concrete operations (6 7yrs through to 11 or 12 years), children begin to understand the reality of death but do not realise that death is universal and that those around them, including their loved ones, will die some day (Berlinskey Biller, 1982). Anthony, (1971) suggested that children conceptualise death in concrete terms and view death as distant from themselves. Gradually, from ages 9 or 10, children acquire a more mature understanding of death; that death is irreversible in nature and that they themselves will eventually experience it (Anthony, 1971; Melear, 1973; Stillion Wass, 1979). A child will experience the developmental nature of death associations which progress from no understanding toward an abstract and realistic understanding of the concept of death (McCown, 1988). Within the years of adolescence, the persons understanding of death and what has happened; closely approximates that of an adult and their grief may take on similar forms. But because they are in that realm halfway between childhood and adulthood, their responses may fit neither mould. If they cry, they may be accused of being babyish. Equally, if they dont, they may seem cold and uninvolved. With so many conflicting areas and so many stressful situations of this age group, they may neither express their emotions directly nor verbalise them. They may instead, act out within their personal environment, indicating their need for care, their anger, their guilt and their longing. Although privy to increased knowledge about death through instant communication and increasing exposure to death, adolescents do not have the social or emotional maturity to fully incorporate and process those experiences into a coherent world view (Rowling, 2002). Adolescents tend to be more extreme in their risk taking and it seems to be the closer to the edge that they go, the greater the thrill of cheating death. Living life to the fullest inherently has some risks. Consciously or otherwise, they may pursue this ambiguity more than others, due to their cognitive development and the need for excitement (Spear, 2000). Emotional reactions to a loss can be devastating to the adolescent, whether the loss is the perceived detachment from parents, actual losses that are literal deaths such as the suicide of a friend; or metaphorical deaths such as the breaking up with a boyfriend or girlfriend. Meshot Leitner (1993), have observed that the extent of grief is often much stronger in teenagers than in adults. There is evidence that adolescents are constantly grappling with life and death contrasts as a normal part of their development (Noppe Noppe, 1991). These years help to construct a personal stamp with their understanding of death as they are engaging in both life affirmation and death acknowledgement. They are questioning and assuming different belief systems regarding death and the after life prior to settling onto a more permanent value system as well as incorporating the very reality of personal mortality into their evolving sense of identity. Adolescent grief experience is profoundly personal in nature. Although they grieve more intensely than adults (Christ et al. 2002; Oltjenbruns, 1996), their grief may be expressed in short outbursts, or there may be concentrated efforts to control emotions. They can often believe that their experiences are completely unique unto themselves (Elkind, 1967). The adolescent grief pattern may follow a life long developmental trajectory. That is, the loss may be continued to be felt throughout their life span as they graduate from college, their work, marriage and so on. This can be accentuated as they grow older than the parent, sibling or friend who has died (Silverman, 2000). Adolescents are more sophisticated than children in their understanding and response to death, but neither is their mourning adult like. The overall nature of the adolescents response is intimately tied to their developmental issues. The consideration of ones own death, as part of the treads of the totality of the life cycle, cannot be a comfortable notion for an adolescent to accept. Creating a unified sense of identity must be reconciled with this consideration. Adolescents encounter this dilemma in the context of a system of values, philosophy of life and particular spiritual or religious beliefs. Sterling and Van Horn (1989) found that adolescents who were at the peak of their struggle with identity formation, had the highest levels of death anxiety. With regard to personal characteristics or the adolescent, self esteem was found to be important in adolescents response to loss. Balk (1990) and Hogan and Greenfield (1991) found that adolescents with lowered self concept scores s howed more problems with their grief. More adolescent males than females die suddenly and violently, via accidents, homicides and suicides (Corr et al., 2003). However, no one knows if, as a consequence, teenage males grieve more than females over the loss of their same sex best friend. Parallels between the socialization of males into hiding emotions, being independent and displaying aggressive behaviour when upset are reflected in adolescent males grief reactions (Adams, 2001). Bereaved adolescent girls may express more adjustment difficulties (Servaty Hayslip, 2001), but this may be consistent with the latitude afforded women to talk of their feelings. Reaching out to others seems to be easier for females than males (Noppe et al., 2003). As mentioned earlier and in closing of this section, the myriad of adolescent tasks serve as a framework for how the adolescent is affected by grief and their response to loss is intimately tied to their developmental issues. Adolescents do not grieve in the same way as do adults and their grief processes may be more intermittent, intense and overwhelming. We began this essay with the generally accepted theory of mourning from the work done by Freud and Lindemann as cited by Horacek (1991). Whilst Freud did not officially modify his theory, he did modify it in a letter written to Swiss psychiatrist Ludwig Binswanger in 1929. In this letter he reflected on the death of his daughter in 1920 from influenza and the death of his grandson in 1923. He stated that although we know that after such a loss the acute stage of mourning will subside, we also know we shall remain inconsolable and will never find a substitute. Freud realised that some losses can never be fully resolved and that grieving can continue indefinitely for such potentially high grief deaths such as the loss of a child or a grandchild. Gorer (1965), described eight styles of grieving that fall into three categories based on the length of the grieving process. The first category includes grieving styles that demonstrating little or no mourning, such as the denial of mourning, the absence of mourning, anticipatory grieving and hiding grief. The second category is time limited mourning, which includes a period of intense grief followed by a return to the pre grief status. His third category is unlimited mourning, a continuing grief that does not radically interfere radically with everyday living; mummification, in which the mourner makes a room or a whole house as a shrine for the deceased; and despair, a never ending, deeply painful process. Adults view death through the lens of wisdom gained through the myriad of life experiences associated with expanded interactions with different people, work settings and family relationships. Whilst studies on parental and sibling grieving challenge the assumption that grieving is time bounded and that decathexis can and should be accomplished. In his interviews of some 155 families, Knapp (1986, 1987), found six significant similarities in the way in which families responded to the deaths of their children. The sixth was what he called shadow grief, a lingering, emotional dullness of affect that continues indefinitely, indicating that grief such as this is never totally resolved. He called shadow grief a form of chronic grief that moderately inhibits normal activity, yet it is an abnormal form of mourning that it was quite normal, perhaps even routine. In support of this finding, Lund (1989) stated that there is considerable evidence that some aspects of bereavement and subsequent r eadjustments may continue throughout a persons life and it might be appropriate to question the use of conceptualizing grief as a process which culminates in resolution, because there may never be a full resolution. Though death separates the mourner from the deceased, a relationship with the deceased continues. It is largely agreed that particularly with adults and the more elderly, the bereaved should regain everyday functioning within a two to three year period, but, also, that grief may never come to an end and can still be considered normal. Fulton (1978), produced a model that began to reflect the complicated reality of the grieving process. He put forward that in a high grief situation, three sets of reactions can be delineated: 1. Initial reactions. These can include numbness, shock and disbelief. These reactions could last for days, weeks or even months. 2. Grief tasks. These reactions may include such tasks as dealing with anger, guilt, emptiness, depression, ambivalent relationships and life reviewing. Working through these tasks can take months or years and in some cases can continue indefinitely. 3. Adjusting to the loss and continuing grieving. In addition, this model recognises that the three sets of reactions overlap and can recur and that the mourner could deal with one specific grief task such as resolving excess guilt and then face another grief task months later. Most important, this model recognises that the basic loss does not disappear like a wound that heals in time, but rather that the loss continues like an amputation or dismemberment. Likening grieving to amputation denotes the mourner must continually adapt and adjust to the loss. Although the griever can reach a new everyday functioning status, the loss and its concomitant reactions, for example shadow grief, continue indefinitely. In final conclusion, both the grief and grieving process is complicated and has many variable aspects to how one deals with the bereavement. Probably the most obvious is that the ability to handle bereavement lies in the cognitive developmental stage of the bereaved. This is probably more pronounced within the child and adolescent stages of life due to the aspects already discussed earlier. It is also of note that the elderly are more likely to experience multiple losses, such as the deaths of a spouse, friends, or relatives or the loss of roles, health, or income, over relatively short periods of time. At the same time, many older grievers are quite resilient and exhibit strong and effective coping abilities (Lund, 1989). An aspect of grief that was only briefly touched upon, was that of anticipatory grief. Such would occur during the period of extended terminal illness. Whether this type of grief assists the survivor or not, has not been really established. In some cases it can lea d also to confusion and subsequently, to a dysfunctional grief. In dealing with and assisting the bereaved caregivers need to be aware of the need to adjust their understanding of the grieving process relative to the age, gender and the situation with which the bereaved is finding them selves. Grieving is a complex emotional and active process and there are no simple answers nor are there simple repairs.

Education and Teaching - No Saturday Classes for Public Schools :: Argumentative Persuasive Essays

No Saturday School!      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Some people think American students should attend school on Saturday.   These people think that the extra day would bring America's education level closer to those of other countries. However, I disagree.   I think having school on Saturday would actually lower our education level. The Saturday classes would diminish family time for students.   The extra day of classes would cut down on work days for students.   Saturday classes would also mean one less day of rest for both students and teachers alike.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Less time with a family could lower a student's grade point average.   For some students, Saturday is the only time they can see family.   This would be true for students whose parents are divorced or who both work Monday through Friday.   Not seeing family could lead to a bad attitude or severe depression.   Some students have close relationships with their parents and want or need to spend time with their parents.   A student with a bad attitude or severe depression cannot learn well and perform well in class.   Not being able to learn well will not bring an already low education level up.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The extra day of school would cut down on work days for students.   A cut-down on work hours during the weekend could influence a student to work more late-night hours to earn money for car payments or college funds.   That would create a very tired, unprepared student.   That student, in turn, will not do well with school work.   The extra day of school would take away from any other job a teacher may have.   Some teachers have additional jobs to earn extra money. Less time to work another job could create a bad attitude.   A teacher with a bad attitude will not be able to teach effectively.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One extra day of school cuts into precious relaxation time of students and teachers alike. Just one day may not sound like a lot; but, to a busy student, it could mean the difference between an A and a B.   That one extra day of rest can change an attitude easily.   With one day of rest and one more day to do homework, a student can have time to avoid a jam-packed schedule for a day.

The Background of DAY

Background of DAY Background Our brand is a renowned international Danish-owned clothing company founded in 1997 by Keld Mikkelsen and Malene Birger, headquartered in Odense and at Kongens Nytorv in Copenhagen. Our profit in 2006 was up to 13 million and has been expanding in recent years. Moreover, we hold two fashion shows in Copenhagen fashion week every year. Products Our brand’s products can be classified into three main lines, which are male, female and home decor. Designet tilhorer hojeste kvalitet med etnisk inspireret broderi og udsmykning. The design of which belongs to the highest quality with a distinct Scandinavian style inspired by the true craftsmanship of Asian tailoring, the meeting of art and craft – embroidery, prints, patterns, edging and trimming. Our unique design includes modern, individual, bohemian and international styles with inspiration from the colonial period in the Far East, vintage flea market treasures and the glamour of the twenties and thirties. Retail format Our brand was originally a local retailer selling private labels but is now expanding into a global multichannel retailer. In less than 15 years of existence, our company has opened around 40 self-named boutiques. In total, 800 retailers in 25 different countries, such as Sweden , England and Germany, are currently selling our collections, out of which 60 can be found in France. Target market The target groups are women and men aged 25-40 with high income. Our new line 2nd DAY, on the other hand, is aimed at a slightly younger target market than the main range. The market segment is mainly Scandinavia, but is now expanding to other parts of Northern Europe. Konceptet bag tojet er, at tilbyde festtoj til hverdagen til den modebevidste kvinde og herre. The concept behind our clothes is to offer evening wear to everyday life for the fashion-conscious women and men. Background of Hong Kong The main focus of our brand is in the Northern Europe, but the fact is that it is also suitable for the Asian market. We think that DAY can do that, by choosing Hong Kong as a starting point. Hong Kong, as a metropolitan, contains elements which fit the attitude and concept of our brand. Hong Kong is a Special Administrative Region of the People’s Republic of China, located on the southern coast of China. This location provides a good connection for the linkage of international companies to China. Besides, Hong Kong is one of the most famous international financial centres of the world with stable economic situation and is a developed city where the citizens can enjoy good quality of lives. These characteristics effectively help our brand to build its image in Asia as a brand new market. Hong Kong was a colony of Britain, and now it becomes the SAR of China. Therefore, the concept of â€Å"East meets West† is rather familiar in Hong Kong. We can find both British architectures and Chinese markets in Wan Chai. We can also enjoy both steak and congee at Cha Chaan Tengs. This kind of fusion matches the concept of our brand, combining local with global, as we create our design by mixing Asian embroideries and Western contemporary cutting together, making pieces of daily couture. We believe that the fusion concept can arouse a pretty large market for Hong Kong people and they can adapt to our brand easily. The location of Hong Kong is also perfect for us to enter a larger market. Through Hong Kong, our products can be sold to China and other Asian cities. This is rather important as the interest of Danish fashion for Chinese companies is now rapidly growing. For instance, the Copenhagen Fashion Week this year attracted 50 Chinese buyers, media and producers like Vogue China, showing that a number of Chinese companies are giving a big recognition to Danish fashion. Now, there are approximately 30 Danish companies and 4000 retail stores operating in China, and the export level of the Danish fashion industry has increased its earnings by 11. 4%. Thus it is no doubt a suitable time for us to enter the Asian market for Danish fashion companie. However, the Chinese may not be able to digest this new style so fast. Hong Kong is a good indicator though. If this style is suitable for Hong Kong people, the products can be promoted to the Mainland more easily. After that, the promotion of our brand in China would be much more effective. More than that, Hong Kong is much more developed than the Mainland in terms of transportation. It would be easier to transport products to various places in Asia through Hong Kong. Apart from that, logistic costs can be minimized. The economic position of Hong Kong is another point which stands out. Hong Kong is a renowned financial and trading city, and the policies of Hong Kong suit these characteristics. Noticing the economic freedom, low tax rates, stabilized currency and complete law of Hong Kong, many companies are willing to have their business there. We could accomplish this as well. In addition, the economic situation fits our target. The annual GNP of Hong Kong is about US$45000, which tells us that Hong Kong citizens are generally rich, with a large purchasing power. Since our target market mainly focuses on high income customers, we believe that our brand can generate a large market in Hong Kong. Apart from that, our brand also matches the taste of Hong Kong citizens. As a metropolitan, the information flow of Hong Kong is rapid, and citizens can receive information directly. As a result, many citizens are familiar with fashion. They know how to mix and match and they notice good foreign brands. This attracts more and more fashion brands to enter Hong Kong. Recently, another Danish top brand Bruuns Bazaar has had their business in Hong Kong because of the market potential of Hong Kong. Currently, a number of citizens know what bohemian style is and they are interested in it. Having so few bohemian boutiques in Hong Kong, this would be a great opportunity for us to be the leader of this style in Hong Kong. Moreover, Hong Kong people generally like dressing casually, and that is why the simple cutting of H&M and Zara satisfies what they want. This can also be accomplished by us. The earth tone we are using is popular in Hong Kong, too. Therefore, we are sure that we can satisfy Hong Kong people’s specialized taste. The last point is related to our founder, Keld Mikkelsen. Before founding DAY, he had studied Asian tailoring and culture for over a decade in Hong Kong. He is familiar with the characteristics of Hong Kong. If our brand is open in Hong Kong, it would be not only meaningful but also useful to develop a large business with Mikkelsen’s knowledge. To develop our brand as a global business, a start in Asia is essential. There are significant cities in Asia like Singapore, Bangkok and Tokyo. However, from the perspectives of economy, physical location and social culture, Hong Kong is the best choice to promote our brand globally. Starting our business in Hong Kong would bring us to a new and more successful chapter of DAY. Mission statement, goals, objectives Mission statement To drive bohemian style into Asia and to be the leader of bohemian style in Asia by providing mass appeal but creative and unique merchandise offering superior value to customer. Through the inspirational key look and iconic design, we are committed to provide our customers with the ultimate creative design. Goals We aim at making Hong Kong citizens become interested in our unique design with bohemian style, bear in mind that DAY is a well known brand name in Hong Kong and make purchase in our shops. In addition, we will introduce our home collection into Hong Kong market within a few years. Objectives Our objective is a 40% increase in traffic in the first half month, following by a 90% increase in transactions from the first month of trading to the sixth. In the first year, we will open a flagship store. It is the first step for our brand to enter Hong Kong market and to make a great profit. Then we will open a branch store each year. With our existing non-transactional brand site already attracting 2000 visitors a day, we are tasked with increasing this number, as well as growing our 14,000 database. We have to ensure that most Hong Kong citizens aged 25-40 will recognize our brand in five years. Outside Hong Kong, we will have our self-named boutiques in ten other Asian cities within five years. SWOT analysis Strengths The first competitive advantage of our company is the experience of opening retail stores in foreign countries. We have got over 40 self-named boutiques all around Europe and 800 retailers in 25 different countries. We also have over 15 years experience of running our stores and maintaining our reputation in the market. Secondly, our unique style, bohemian style, is rarely found in Hong Kong and this is beneficial for us to enter the market. Even if the style is similar, our target customer may be different as we focus on high income customers. This would avoid direct competition with those brands having similar style as ours. For instance, in the recent spring / summer, the sub-brand of i. , b+ab, has opened a line of bohemian style clothing. However, it would not become a great competitor of our brand due to the difference in price range and customer group. b+ab targets at a younger customer group (20+) while our brand targets at a maturer customer group (30+). In addition to that, the casual style would be easier accepted by this group of customer. Furthermore, our popularity in foreign are a has built up a good image to Hong Kong. As the information flow of Hong Kong is rapid, some of the customers may already know our brand even we do not have any stores in Hong Kong. Apart from that, our high-end product strategy has kept the quality assurance of our brand and we hold two fashion shows in Copenhagen fashion week every year in order to increase our publicity. Lastly, the low inventory of each item has led to lower carrying cost and would not tide up the cash flow. The small quantity of each design has also created a sense of scarcity. We can let the customers differentiate themselves from the others with our design. Weaknesses One of the weaknesses of our brand is the location of our production factories. As they are far away from Hong Kong, the running cycle will be slowed down, which is a serious problem for a fast fashion company. Moreover, the far-away-distribution centre will cause longer lead time and high transportation cost. In addition, as the assortment of our business concentrates mainly on one specific type, Bohemian style, if Hong Kong customers do not have interest in this style, possibly there will be no market in Hong Kong. What is more, as our brand is mainly for high class customers, the customer range is narrow, and so opening chain stores in Hong Kong can be quite risky. Unlike those fast fashion brands with medium price range, it is far more difficult for high class customers to have impulse purchasing. As buying high-priced clothes is only a hedonic need, customers may have to think twice before buying the clothes, and their desire to buy the products may be lowered after considering the price and the use of the clothes. Opportunities The opportunities of our brand include the market potential in Hong Kong. Since Hong Kong customers tend to buy new clothes regularly, they are willing to accept and explode new things. Generally, they welcome new brands to enter Hong Kong market. In addition, bohemian style is quite a new style to Hong Kong. Compared with the sporty and normal casual style which has already existed in Hong Kong, it is rare to have such a retailer store selling bohemian style clothing only. The unique style may attract customers to make a visit or even make a purchase in our store. Moreover, we notice that Japanese has recently become interested in bohemian style, and quite a number of Hong Kong customers tend to follow Japanese fashion. Since Hong Kong customers today can get fashion information from different media like newspapers, television, radio, magazines, direct mail, Internet and so forth, with so many Japanese magazines reporting the latest wearing trend in their own country, which can be easily bought in Hong Kong, Hong Kong customers can access Japanese information and follow the trend easily. Threats Talking about the threats we may face, lacking experience would be one of them. As this is our first time to open a store in an Asian country, opening a flagship store in Hong Kong would be rather experimental. Operating a store in Hong Kong may not be the same as operating our own local store. The second threat is the difficulty in finding a location for the flagship store in Hong Kong, which is a crowded place and in which the rent of a store is high. As the main purpose of opening the first store in Hong Kong is to promote our brand to the public and let Hong Kong customers concern about our design, the location of the store ought to have heavy traffic of high class customers, for example, a fashion centre. However, the rent of a store in a fashion centre is always high due to the designated atmosphere and the erfect facilities. Besides, there are too many intertype competitions and so it can be difficult to enter and stay in the market. Although bohemian style is a new style to Hong Kong, there are many other fashion brands with different kinds of style with the same price range and customer group as ours. Economic recession of Hong Kong will be another threat. As the unemployment rate has been quite high, our target group may not accept the price. In 2008, Hong Kong's economy has fallen into recession for the first time in five years, and the territory's gross domestic product has contracted 0. % on a seasonally adjusted basis, after a 1. 4% fall between April and June. In 2009, according to official records, Hong Kong's economy has left a year-long recession, recording a growth of 3. 3% in the second quarter ended in June. The figures, which were seasonally adjusted, were higher than forecast by economists. As a result, the government has increased its growth predictions for 2009. Even though the economy of Hong Kong is improving, concern still exists as the purchasing power of Hong Kong customers has decreased. Retail market strategies Retail format Being a multichannel retailer, we allow customers to make their purchase at our self-named boutique, pop-up store or on the Internet. Later on, in order to let people concern more about our brand, we will also run collection shops in Hong Kong. Besides, we plan to create a Chinese version on our website so as to make Chinese customers’ purchase even more convenient, and the products would be sent to the customers’ homes directly or they can take the products personally from our store. Target market Our main target customers include high income Asian and European women and men who are fond of trendy and casual fashion and are aged 25 to 40. Their expense on clothing would be approximately $5,000 to $10,000 per month. Retail Mix Location For our first specialty store in Hong Kong, we would choose a fashion centre as our store location. Being a newly developed brand in Hong Kong, it is too risky for us to locate our first store in freestanding sites, central business district or main streets, where we are responsible for all the operation and promotion. It is also quite difficult to attract customers for their initial visit as our brand is not widely known by Hong Kong customers. Renting a store in a fashion centre, on the contrary, is much securer. Being controlled by the mall developer, common facilities like outdoor signage, parking area, parking lot light and security are provided in the shopping centre. Advertising and special events to attract consumers are also available, and operating costs can be shared with others. Apart from that, shopping centres can usually draw a large number of customers due to the wide range of product offerings, easy access, lower crime rate, and last but not least the clean and comfortable shopping environment. Our ideal fashion centres include Elements in Kowloon and Landmark in Central. Being composed mainly of upscale apparel shops, boutiques, and gift shops carrying selected fashions or unique merchandise of high quality and price, the two fashion centres successfully attract a wide range of high income and fashion-conscious local customers and tourists. Other upscale apparel shops located there may be our competitors, but we would consider them as complementary shops as we are selling completely different types of clothes. We have our own unique style. For the most significant advantage of these two malls, we would say it is the convenience brought by the public transport as both Elements and Landmark are located very close to the MTR station. In such a small city with such a dense population and so many buildings like Hong Kong, we understand that finding a store can be difficult and each foot of a store in a fashion centre can cost us a lot. Yet, we would keep paying attention to the arrangement and changes of our chosen fashion centres and properly transfer our cash flow and properties to ensure we are well-prepared for renting a store in Hong Kong. Merchandise assortment For our product categories, we aim at providing a deep assortment of simple and basic clothing. In each category, quite a number of styles would be provided in order to satisfy the customers, and there will not be big differences between the products sold in Hong Kong and our original merchandise assortment. In order to meet our customers’ needs, we will provide a wide size range of clothing from XS to XL. A wide variety of colour will be provided, too. On the other hand, only women’s and men’s wear would be sold first. As it is quite rare for Hong Kong people to buy furniture or something else in shops held by a fashion brand, we are afraid that it may be risky if we introduce our home collection at the same time we launch our first store in Hong Kong. As for the decoration of our store, items from our home collection will be used, and we will think about operating the line as well at a later stage if we notice that customers also show their interest in those items. Pricing The price range of our products is now high, and this can be also applied to Hong Kong because of the favourable economic condition of Hong Kong. The economic condition creates a lot of high income consumers to purchase goods of high prices. Therefore the adjustment of pricing will not be large. Besides, the low inventory adds value of the products. As each kind of our products is only available in a limited amount, higher price can even be achieved in Hong Kong. However, the pricing will be set lower in the first two months, about a 10% off sale, in order to attract more consumers, who always love to purchase cheaper goods. Notice that our products in Hong Kong are sold at a lower price than the initial one, they would be pleased to make a purchase and our company can gain positive images. Eventually, our company can earn long-run profits. Generally, big sales will not occur, and this can be explained by our physical location. For example, one of our chosen locations Elements has a lot of specialty stores selling luxurious and expensive products. If we offer large discounts, our products would  be  much cheaper than those of other boutiques and shops for high income consumers, and as a result we will not be favourable in this high price market competition. Another point is that when we have only one flagship store but without any outlet stores or discount stores, steady pricing, instead of offering big sales such as 70% off, which can be offered in Denmark, would be more appropriate. Yet, seasonal discount is still acceptable. We can offer about 25% off sales at the end of the seasons. On the other hand, we offer VIP systems. Inside our VIP room, there are two types of products. One is our normal products sold at a 20% discount. Another is the exclusive and limited products available only in our VIP room and sold at a price about 15% higher than our normal products, aiming at showing the special identity of the VIP members. What is more, a free home decor style reusable bag would be given to each of our VIP members as a gift after his or her purchase. Promotion In order to bring more traffic to our store, we would like promote ourselves in three aspects, which are advertising, sales promotion and public relations. 1) Advertising We would like to have institutional advertising to promote the reputation of our company by taking a series of promotion photos which can represent the style of our brand. The photos would express the relaxing and leisure feeling of bohemian lifestyle. As Hong Kong people are generally stressful and busy, photos with relaxing and comfortable feeling would be attractive and conspicuous. On the other hand, newspapers, magazines, Internet, transit advertising and outdoor advertising would be our ideal advertising media. We would like to have one to two full page advertisement on newspapers and magazines. We would choose the South China Morning Post to be the first newspaper we have our advertisement on since it is one of the most famous English newspapers in Hong Kong and their target readers are similar to our target customers. As for magazines, Hong Kong fashion magazines like Jessica and Cosmopolitan would be our choices as quite a lot of our target customers would like reading these kinds of magazines. Moreover, we would add a Chinese version to our online shop and our advertising page on Facebook in order to attract and provide convenience to the Asian market. This kind of advertisement would be less expensive but more effective than the others as we have already set up the basic program. Furthermore, transit and outdoor advertising are two effective forms of advertising to attract traffic as most people can read the advertisement when they pass by. Our advertisement would be set up on the wall of the fashion centre where our store locates, and bus-body advertisement would also be our choice as buses would run around the central business district and let people know about our brand. 2) Sales promotion In order to promote our brand, holding special events would be effective, too. For instance, we can have catwalk shows in our shop and exhibitions in different shopping malls. The exhibitions would show our new clothing of the coming season in the display area of the shopping malls, so as to provide opportunities for people to appreciate our products. Moreover, we would like to hold a seasonal discount before the coming of the next season. This can help clear the dead stock in the store effectively. Besides, we would like to set up a pop-up store for a month. The pop-up store would possibly look like a home and would be decorated in the style of our home collection, showing our comfortable and leisure bohemian style. This can let our customers view our products comfortably. One of the most suitable locations for setting up our pop-up store is Festival Walk in Kowloon Tong as the visitors of Festival Walk are quite similar to our target customers. It is also easy to access and has an ideal exhibition area in the middle of the mall. What is more, people who are attracted by our pop-up store can easily travel to our store as Festival Walk and one of our chosen locations Elements are quite nearby. Moreover, we would set up a VIP system. When customers shop for a certain amount of money, they can join our VIP. VIP members of our store can enter our VIP room and make their purchase freely and comfortably with a 10% discount. In addition to that, each of them can get a free home decor style reusable bag as a gift for packing his or her goods. This can please the customers with an exquisite packing and also help us promote our home collection line. Apart from that, letters would be sent to inform the customers of our latest news and products, and well-designed cards would also be sent on their birthdays and at some special festivals, aiming at maintaining the firm connection between our customers and our brand. ) Public relations As for the public relations, we would donate parts of our profits to Red Cross as our company has joined the Red Cross Club. This can help improve our image and more importantly support charitable foundations. For instance, we can donate 5% income of a set of product to Red Cross. We can also hold some events from which benefits would be donated to Red Cross. One exa mple is that when a customer donates his or her old pair of jeans, he or she can get a 15% off discount when he or she buys a new pair of jeans from our store, and the old jeans collected would be donate to Red Cross. Customer service In order to increase the brand loyalty of our currently existing customers and to encourage them to make their next visit, customer service is an integral part to operate our brand. As customers’ trust can be destroyed at once by a major service problem, we would like to avoid this by providing return policies, pre-order service, delivery service, and more importantly, strengthening our personal service. 1) Personal service We believe in the friendly face of retailing. Our highly professional, responsible and trustworthy staff would warmly greet our customers with courtesy. They are good at answering queries and solving problems, too. Besides, they are able to offer reassurance whenever it is needed, turn complainants into brand champions, and more importantly, actively offer assistance in selecting fashion merchandise. For example, they cross-sell related products, follow up abandoned carts, track order progress, keep a trained eye out for suspicious activities, and provide weekly activity reports. We perform promises to customers and the degree of trendy  apparels with different colors for mix and match. 2) Return policies We offer product exchange and return policies and money back guarantees. Refunds or gift cards would also be given to customers if they change their mind in respect of their purchase, as long as the items are returned within 2 days of purchase with the original receipt, original tags and original bags attached. Gift cards, sale items and samples are excluded from this policy. Customers may choose the refund by exchange to bonus point for next time purchase. 3) Pre-order Apart from return policies, pre-order service is also provided. Before making purchase, customers can take notice on our leaflet showing detailed information of each product. As they may not be able to find a suitable size of clothing for themselves, they can pre-order a specific size of clothing. Pre-order items will be arrived within two to three weeks, and customers are welcome to settle the payment within one day after placing an order. We will arrange the reservation for our customers as soon as possible, and inform customers by email before shipping and once the pre-order has been arrived at Hong Kong. 4) Delivery In order to encourage customers to buy and to provide them with convenience, free delivery service is offered on orders $5000 or over. The delivery will be made the next day after the customers settle the payment. Store design and display Similar to our local store in Denmark, simple and warm tone with yellow lighting would be the main layout of our flagship store in Hong Kong in order to provide customers with warm feeling. The display window would be plain in colour and our latest design would be shown there. In order to provide customers with home feeling, clothes racks instead of dummies would be used. For instance, a whole set of clothing can be displayed with a big whiteboard card as the background, and with the model’s face being drawn on the card. Inside our store, a VIP room exclusive for our VIP members would be built. We plan to set up the room on the second floor of the store and there would be luxurious and comfortable sofas for customer. Furniture from our home collection will possibly used to decorate the room, aiming at promoting our home collection products. Relaxing and slow background music will be used in our store. As for the wallpaper of our store, unobvious floral print will be chosen as it is widely used in home decoration. In short, we will follow the general style of Europe’s housing as our store layout. Roberto Cavalli – our existing competitor Type of products clothes, accessories, eyewear, shoes, jewels, perfumes, watches, underwear, bags Target Market high income group middle age -25-40 years old Style The main color is the series of earth tone color, blue, black and white. The exaggerate pattern are always used in their design. l  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Retailer distribution cha nnels Boutiques (2067-2069,IFC Mall, Central[+852 22347621]) online store Mission| To provide women with timelessly dramatic pieces that flatter the female form. | Types of products| Mainly clothes, accessories, eyewear, shoes, jewels, perfumes, watches, underwear and bags are sold. Style| The main color of the series is earth tone color, blue, black and white, and exaggerate patterns are always used in their design. | Retailer format| Both boutiques and online shops are available. | Target market| High income customers aged 25 to 40 are their main target group. | Pricing| Most products are sold at a high price and VIP is offered. VIP can enjoy special discounts, fashion shows and parties organized by Roberto Cavalli. | Store Display| The store display of Roberto Cavalli is clean, modern and simple. White is usually used in the store color, while the lighting is direct and white. With mannequins standing behind the window, the layout is no different from many boutiques. | Promotion| As a worldwide famous brand, Roberto Cavalli puts a large amount of effort on promotion. Each season, campaigns are shot and put in large billboards outside specialty centers. These campaigns are also posted on famous fashion magazines like Elle and Vogue. Besides, under publicity, Elle often reports news of Roberto Cavalli. The target customers of Roberto Cavalli are powerful women, therefore they often organize big shows and welcoming celebrities stand on red carpets, and generate promotion with publicity. What is more, Roberto Cavalli had a crossover with H;M to organize campaigns in 2007. | Customer Service| Generally, the service approach of Roberto Cavalli is expressive. The staff care about customers' choice of clothing. They also offer the best size of clothing for the customers. Besides, Roberto Cavalli provides customers with care service, allowing customers to ask questions about their shopping experience by e-mail. | Type of products clothes, accessories, eyewear, shoes, jewels, perfumes, watches, underwear, bags Target Market high income group middle age -25-40 years old Style The main color is the series of earth tone color, blue, black and white. The exaggerate pattern are always used in their design. l  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Retailer distribution channels Boutiques (2067-2069,IFC Mall, Central[+852 22347621]) online store (http://store. robertocavalli. com/navigation. asp? tskay Comparison with Roberto Cavalli The style between DAY and Roberto Cavalli is slightly different. However, as both are high-end fashion brands, some strategies are similar. For example, pricing, location and customer service strategies are relatively standard aiming at attracting the same kind of customers. Yet, our emphasis is mainly n merchandise assortment, promotion and store display to create sustainable differential advantages. In terms of the style of merchandise, DAY is presenting its specific style. As the wild, sexy style is quite common in the Hong Kong market, Roberto Cavalli can hardly provide a unique image for customers. On the contrary, the bohemian s tyle of DAY cannot be easily found in Hong Kong, especially the high-end bohemian fashion items. Therefore, it is quite hard to copy the style of DAY, and this can definitely attract a certain amount of customers. In addition, DAY’s products are more suitable for the Hong Kong citizens. Although Roberto Cavalli is also selling expensive clothing with earth tone colour, the style is more dramatic and exaggerated. The dramatic style had once been fashionable in Hong Kong in the 80s, but this trend is now fading. Hong Kong people are going back to basic, simple and relaxing clothing style. As DAY is doing the mixing of Western and Eastern styles, our products do not contrast a lot, but instead have a harmonic look. The style DAY runs is the style Hong Kong people currently want and it would last for a period of time. This creates an advantage in selling the appropriate products to the right market. As for the promotion strategy, Roberto Cavalli is very good at promoting its brand, but we have a different approach that can create a specific image of DAY. The campaigns of Roberto Cavalli are international, sexy and passionate. Yet, to develop in Asia countries, a mild advertising package would be more approachable to the customers. Considering the stressful lifestyle of Hong Kong people, the promotional photos of DAY Hong Kong express leisure bohemian lifestyle to comfort the customers. What is more, Day offers a Chinese version online shop, facilitating more Chinese consumers and Asian tourists to purchase our products. Although DAY’s target market is high income consumers, using the close and considerate promotion strategy can help us create a different image of our high-end products, and differentiate from other high-end brands like Roberto Cavalli. Talking about the store display, DAY can have a more appealing store display. Roberto Cavalli’s store display is just too simple, just like many other specialty stores. However, Day is presenting a home feeling store display. Using warm lighting and floral-printed wallpaper to comfort our customers, the environment we provide is more attractive than Roberto Cavalli does. In fact, DAY is not simply selling fashion merchandises, it is selling lifestyle. The store display and the promotion strategy are to create relaxing bohemian lifestyle to the customers. However, Roberto Cavalli is just presenting luxurious clothing and does not give a strong impact to the customers. As a matter of fact, all kinds of lifestyle are related to fashion as trend does affect lifestyle. To conclude, it is more appropriate to say that DAY is a high-end brand with our own personality, but not only a luxurious brand. Future prospects We can foresee that DAY can achieve a great success in Hong Kong. Noticing that Scandinavian fashion has been introduced to Hong Kong in recent years, and many Hong Kong citizens are quite fond of this kind of fashion, we believe that Hong Kong has a large market potential for DAY, and this potential can last for a long time. While H&M is currently the leader of Scandinavian fashion for the general public, we trust that DAY can be the leader for the high income group. In the future, we would have the following goals and objectives, in an attempt to further consolidate our business in Hong Kong. Our first goal is to introduce DAY’s lifestyle to Hong Kong citizens. Consumers purchase products only if the brand is highly recognized. To achieve this, the lifestyle of DAY should be introduced further. The simplistic lifestyle we present is what Hong Kong people are looking for. Being busy and stressful all the time, they do need a city escape. The campaigns we are currently doing can show what city escape is about. Therefore, promoting this point can advance the sales of DAY. Moreover, we would like to introduce our home collection to the customers within a few years so as to earn more profits and complete the image of DAY as a brand. To facilitate the development of our home collection, our store would mainly be plain in colour and decorated with products from our home collection. Home decor style gifts would also be given in order to provide customers with a comfortable and relaxing home feeling of DAY. Another goal is to enlarge our business by opening more shops. Our plan is to open a branch store in Hong Kong each year. Another objective of this goal is to develop our business into Asian countries. As globalization continues and imitation happens globally, we cannot focus on one location only. Being one of the fashion centres in Asia, we believe that Hong Kong can influence other Asian cities. From the starting point Hong Kong, the leader of DAY Asia, we will have our retail shops in ten other Asian cities within five years, to achieve DAY as a global brand. We hope that DAY can create bigger and bigger business. As a result, we propose that DAY should have its business Hong Kong. We hope the proposal can help continue the DAY story. Reference www. day. dk/ http://us. fashionmag. com/ http://www. tifdb. com/ www. wikepedia. org/ http://www. modeshanghai. net/ Fourthly, our high-end product strategy has kept the quality assurance of our brand. Fifthly, we have organized fashion shows regularly in order to increase our publicity. We hold two fashion shows in Copenhagen fashion week every year, spring/summer and fall winter. Sixthly, the low inventory of each item has led to lower carrying cost and would not tide up cash flow. The small quantity of each design has created a sense of scarcity. We can let the customers to differentiate themselves from the others with our design. Our aim is to carry out everyday contemporary glamor_____ Weakness One of the weaknesses of our brand is the location of our production factories. As it is far away from Hong Kong, the place we shot, it will slow down the running cycle, which is a serious problem of fast fashion industry. Moreover, the far-away-distribution centre will cause longer lead time. Secondly, as the assortment of our business has concentrated in one specific type(i. e Bohemian style), if Hong Kong customers do not have interest in this style, there will be no market in Hong Kong. Thirdly, as the brand is for high class customers, the customer range is narrow, so there will be risks on opening chain stores. Unlike the fast fashion brand which has medium price range, it is far more difficult for high-class customer to have impulse purchasing. As buying high priced clothes is only a hedonic need, customers will have to think twice before buying the clothes. The customer will be less desire to buy the product after considering the price and the need of the clothes. * Factories set in foreign countries * -> far away in Hong Kong, shipment and transportation cost is high * -> Slow down the running cycle (fast fashion) * ->Long lead time (distribution centre) assortment concentrate in one specific type * -> if Hong Kong customers do not accept/ favor on this style, there will be no market in Hong Kong. * As the brand is for high class customers, the customer range is narrow, so there will be risks on opening chain store. * Opportunities The opportunities of the brand included the market potential in Hong Kong, as Hong Kong customers tends to buy new clothes regularly, they are willing to acce pt and explode new things. They welcome new brand to enter Hong Kong market. Secondly, Bohemian style is a new style to Hong Kong. Compared with the sporty and normal casual style which have already existed in Hong Kong, there is rare to have such a retailer store selling Bohemian style clothing only. The unique style will interest the customers to make a visit or even a purchase in our store. Thirdly, as Japanese started the interest in Bohemian style recently, Hong Kong customers tends to follow the Japanese style. Nowadays Hong Kong customers can get the fashion information from different media like newspaper, television, radio, magazines, direct mail and Internet, etc. There are many Japanese magazine reporting the latest wearing trend in their own country, and these magazine can be easily bought in Hong Kong. In other words, Hong Kong can easily access the Japanese information and follow the trend. Threats Talking about the threats which would be faced, lacking experience will be one of them. This is our first time to open a store in Asian country so the flat ship store in Hong Kong would be rather experimental. The method and operation of a store may have slightly different compared with our own local store. The second threat is the difficulties in finding a location for the flat ship store in Hong Kong. Hong Kong is a crowded place and the rent of a store is high. As the main purpose of opening the first store in Hong Kong is to promote our brand to the public and let Hong Kong customers concern about our design, the location of the store ought to have a heavy traffic of high-class customers, for example, fashion centre. However, the rent of fashion centre is always high due to the designated atmosphere and the perfect facilities. Thirdly, there are too many intertype competitions so it is difficult to enter and stay in the market. Though Bohemian style is a new style to Hong Kong, there are still different style of the brand appear in Hong Kong, In short, there are many fashion brand with many kinds of style according to the same price range and customer group. Economic recession of Hong Kong will be another threat, as the unemployment rate is high, our target group may not accept the price. In 2008, Hong Kong's economy has fallen into recession for the first time in five years amid a global economic slowdown the third quarter, the territory's gross domestic product contracted 0. 5% on a seasonally adjusted basis, after a 1. 4% fall between April and June. The government's economist, Helen Chan, said domestic demand faltered significantly in October, while exports fell to the lowest level since 2002. What;s more, in 2009, according to official records, Hong Kong's economy has left a year-long recession, recording a growth of 3. 3% in the second quarter ended in June. The figures, which were seasonally adjusted, were higher than forecast by economists. As a result, the government has increased its growth predictions for 2009. Though there's improvement in the economy of Hong Kong, concern is still existed as the purchasing power of Hong Kong customers is decreased.

Diversified Management - 2365 Words

Leslie Hammons Dr. William Dean Management 24 October 2013 Diversified Management There are multitudes of cultures in businesses creating diverse working conditions in companies large and small. Therefore in management it is vital for leaders to be diverse in their management and communication techniques. Because each individual is uniquely different, it is essential that managers understand their role in creating peaceful working environments with effective communication, compassion and understanding for each worker’s background. This paper will outline topics such as; the importance of effective communication, employee development and coaching. It will also analyze different management styles and discuss why each manager should mix†¦show more content†¦Employee development and coaching are important to those workers who want to ensure that they have a long term career with the company they are employed with at the present; or for those employees who want to improve on skills they possess or obtain new skills for positions t hey want in the future. Coaching is different from managing and this is another reason why it is important for mangers to understand the difference between the two and to also understand that they must be diversified in their techniques when it comes to both. Managing is typically more focused on certain areas such as meeting deadlines, making sure that the employees understand the company’s vision, mission and values, whereas, coaching is a conversation between a manager and his employee. Coaching can begin when both parties understand that there is a need for coaching and both are receptive to the idea. As Chandler states in his book, The Hands-Off Manager, â€Å"Coaching is a conversation between two individuals. Coaching is about two people achieving synergy in a beautifully hands-off way. In coaching, you might pull someone aside who is struggling and say, are you open to some coaching on this? Once the person says yes, the coaching process can begin (Chandler 185). Coa ching is necessary and vital to building trust worthy relationships with subordinates because in coaching, it is about understanding the employee and their areas ofShow MoreRelatedThe Impact Of Diversified Workforce And How Management Handles Their Employees From Different Cultural Backgrounds3622 Words   |  15 PagesAbstract The hospitality industry around the globe is characterized by the existence of diversified workforce. As a result, it requires highly skilled Human Resource Management (HRM). 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