How Hip-Hop Became Popular Culture - Free Essay Example

Abstract This paper will be examining Hip-Hop/Rap music up close in the context of how it moved from a very edgy genre of music with a small target audience to a dominating genre which can be consumed as Pop Culture. This phenomenon will be examined using Adornos On Popular Music to explain how Hip-Hop/Rap has become standardized to be safe an appeal to the general population. In complementary form to this theory, the Relations of productions portion of Stuart Halls Encoding/Decoding model will be used to detail how the genre contradicts itself in its production to only reinforce it becoming pop culture. I will be using two examples from the genre to examine, Logic, and Lil Pump. Logic has moved from a hungry performer in the genre to an artist who distributes music now on a much more safe agenda. Lil Pump is one artist of a very saturated area of the genre which manufactures similar music all packaged with a similar looking artist. This paper will argue that Hip-Hop/Rap has become pop culture and has lost some of its authenticity that made it so unique in its earlier life. Keywords: Hip-Hop, Rap, Adorno, Hall, Pop Culture From the Notorious B.I.G., Common, Wu-Tang Clan, to Kanye West, J. Cole, Logic, and Lil Pump hip-hop has an expansive array of sounds. Now a days hip-hop makes up the majority of the top rotation on spotify in the country. The genre was not always like this however, it used to have a much smaller audience. How has Hip-Hop become popular culture? To understand this one must first understand Hip-Hops beginnings. Its exact roots are debatable. The widely-accepted belief is that during a party DJ Kool Herc scratched the record in order to extend the length of the song. This allowed people to dance longer to the music. This caught on quickly and people began to create their own turntables and create their own mixes. MCs or rappers then began to rap over the mixes. Once the Mcs added their lyrics, it officially became Hip-Hop The content of original Hip-Hop represented much of what life was like in Harlem and the South Bronx in the 70s. The lyrics contained testimonials of violence, poverty, police brutality, failing economies and government corruption. The streets of Upper Manhattan and Lower Bronx were harsh and the music allowed the people of these communities to vent and spread their thoughts. So how does a genre that started out of the streets of Harlem move into being one of the largest genres in the United States? Is it because of the simplicity of the musics sound, or better musical equipment or maybe even better MCs? According to Adorno, it comes down to standardization. Adorno argues that Pop Music is popular because it will produce the same effect on consumers. The composition hears for the listener. This is how popular music divests the listener of his spontaneity and promotes conditioned reflexes, says Adorno (Adorno, 1941, 16). It needs to be easy to listen to and understand by large amounts of people. In other words, the consumer should relate to the music, not feel confused by the content, and follow a safe pattern. How does Hip-Hop become popular culture then? You strip Hip-Hop of what made it so distinct in the first place. You need to make it easily digestible for the masses. Hip-Hop contains testimonials of issues faced by people who are marginalized. These need to be removed and be made safe in order to be mass produced. Rapping about the daily struggles in Harlem is not going to be listened to and enjoyed by the masses around the country. In order to make this genre a form of popular culture then the content must be pre-digested. Here in turn lies the irony of Hip-Hop as a popular culture. Every artist in rap at one point or another struggled to get where they are today. Before Logic was world renowned he was handing out mixtapes on the streets. His content was unique, and detailed the struggles of his life in poverty. But in order to make it further in the industry, one must make music which goes against the founding cores of Hip-Hop. Hip-Hops standardization can also be looked at with Stuart Halls Encoding-Decoding model. The models relations of productions are very prominent when it comes to Hip-Hops creative field. Artist that make it big in Hip-Hop often create labels to sign other artist. Creating an organization that will then mass produce music which the label approves of. This minimizes the channels at which a small artist can get their music spread. In order to push music through a label, you need to fit into what they believe is ideal and safe to produce. An example of this is the rapper Lil Pump. Lil Pump produces a subgenre of Hip-Hop titled Lean Rap and it is exactly what it sounds like. The content often contains references of drug abuse in a positive light, often times lean, marijuana, or pills. The method at which this music is exported is often similar too, in the way the artist appears. Many of these rappers often have facial tattoos, colorful hair, and a large presence on social media. This image is easily exportable to young masses who can relate to the music. Teenagers or young adults who experiment with drugs and want to rebel from the norm find the content and the rapper easily digestible. Hip-Hop has stayed culturally relevant throughout the years by either glorifying a life that the general population does not live, or by expressing struggles that people can relate to. Hip-Hop had been dying out as a genre in the 2000s but was revived with the 2008 Recession. The recession left many people feeling frustrated and untrusting of their government. Hip-Hop being controversial was a way to express that distrust with the status quo. No longer was the typical consumer of Hip-Hop someone who lived the lifestyle that it wrote about. Instead you see the rise of consumers of all demographics listening to Hip-Hop. This is very important because it changes the content that must be made in order to capture more of this market. In what follows I will discuss Hip-Hop artists Logic and Lil Pump and how they are products of a standardized genre. The artists are fragmented to appear different but their content is still predigested. Ultimately, this discussion will frame Logic and Lil Pump from a popular culture theory and how they fit that mold. Logic Logic is a rapper of controversy, not because of his material being dangerous or defying but rather his material being too soft. His raps often include topics of social justice issues such as poverty, gang violence, low wages, and suicide. Perhaps his most well known song is 1-800-273-8255. This is the number for the Suicide Prevention Hotline. In this song he raps from both the perspective of the person who wants to commit suicide and the hotline operator who is defusing the situation. The song was critically acclaimed but also received very poorly by many in the Hip-Hop community. The song receives much negative attention because it comes across as a very predigested song. The song itself appears to be very different and challenging. In the chorus Logic states, I dont wanna be alive, I dont wanna be alive,I just wanna die today, I just wanna die (Logic 2017). Reading these lyrics can be very harsh, and create a sense of sadness and mortality in the consumer. This appears to stand out from the rest of Hip-Hop but in relationship to Adorno, the song really is predigested. The song cant make the listener upset because it wouldnt be easy listening music then. The song still contains many of the same aspects that popular culture Hip-Hop has. The song is presented to be emotional but still contains a very recitable set of lyrics which make it easy for the song to be sung by the consumers. In one of the lines of the chorus Logic states, Who can relate, (Woo!) (Logic, 2017). This line continues to show how the song is really not any different from the rest of Hip- Hop. In a song that seems to be discussing a serious topic you have a lyric which includes an sound affect and adlib. This song is also easy listening music. It appears to tackle a serious subject matter, but yet it can be played without fully listening to. One does not need to listen to the entirety of the album or the song in order to understand the message of the material. The song has a very predictable pattern in its flow and notes. One can easily strip the song of its lyrics and the song can still be easily identified by its instrumentals. Logic is also a predigested entity in himself. According to Stuart Hall, Relations of Production is defined as The organisation and combination of practices within media apparatuses (Hall, 1973, p. 508). Logic is signed to the label Def Jam. Def Jam is a major player in the Hip-Hop world as it has been around since 1984. Def Jam ushered in may popular artists such as LL Cool J, Big Sean , and the Beastie Boys. The record has a set strategy when it comes to producing popular music as it has done so since the 80s. Its because of this relations of productions between Logic and Def Jam that his music must not challenge their beliefs and must fit into their brand. LL Cool J was originally denied by Warner Bros because he didnt fit with their brand. It was too raw, minimalist and different, said Chris Bolman. It wouldnt appeal to mainstream tastes (Bolman, 2017). Def Jam also uses producers such as NO ID who has produced for other popular rappers in the industry. This creates a type of rap instrumental that may sound similar even with different subject matter. This song is one way Logics music is shown to be popular culture. His music is standardized and utilizes methods in Hip-Hop which are known to be successful. His subject matter is very relatable to the new consumer of Hip-Hop, and he is signed by a major record label which enforces Stuart Halls Relations of Production. Lil Pump Lil Pump is another rapper who has recently came into the Hip-Hop community very quickly. His music is a subgenre of Hip-Hop which currently can be best classified as lean rap. The genre of rap is exactly what it sounds like, with lyrics often containing content that glorifies lean and pills. The artist are often viewed as being unlyrical by other rappers due to the simplicity of the bars. Perhaps Lil Pumps most popular song is Gucci Gang. The song has become popular for its simple repetitive bass heavy beat and simple lyrics which glorify an expensive lavish lifestyle. The song is a prime example of popular music according to Adorno. According to Adorno, The beginning of the chorus is replaceable by the beginning of innumerable other choruses. The interrelationship among the elements or the relationship of the elements to the whole would be unaffected. When looking closer at the chorus of Lil Pumps Gucci Gang, you can see how the chorus can easily be replaced by another set of lyrics and the entirety of the song would be unchanged. The chorus goes as: Gucci gang, Gucci gang, Gucci gang, Gucci gang Gucci gang, Gucci gang, Gucci gang (Gucci gang!) Spend ten racks on a new chain My girl love do cocaine, ooh I got a girl, I forgot her name I cant buy a girl no wedding ring Rather go and buy Balmains Gucci gang, Gucci gang, Gucci gang (Gucci gang!) Gucci gang, Gucci gang, Gucci gang, Gucci gang Gucci gang, Gucci gang, Gucci gang (Gucci gang!) (Lil Pump, 2017) The song still exists in an easily understandable format without the chorus. The song itself also utilizes the repetitive format of lyrics which helps make the song easy to remember and listen to. Gucci Gang is repeated numerous times throughout the entirety of the song. The song actually only has 106 unique words out of the total 361, and can be listened to from start to finish in just two minutes and four seconds. This shows how the song can be fragmented very easily and is extremely easy to digest for consumers, making it a safe option for radio stations to play. In addition to this simplicity, the channel of which Lil Pump and his music have traveled to make it to popular culture only enforces the theory of how this music is popular culture even though it tries to show its not. Lil Pump was a XXL freshman. XXL is a magazine and website which specializes in Hip-Hop. Every year the organization selects 10 freshman who are up and coming artists in the genre who it believes are going to be popular. The irony of XXL is it seems to selects artist who are not widely known and are different than the rest. When examining the recent 2018 XXL Freshman list however you can see something that actually shows no uniqueness. The majority of the artists in the 2018 freshman list have facial tattoos, similar haircuts, and produce music which can either be considered lean rap or is closely related. XXL helps bring artists into the spotlight but only artist which they deem safe and digestible. This coincides with Stuart Halls Relations of Production. A ll of the artist are given the opportunity to work with popular DJs who will help them create music. In turn however, the result is a similar sounding song due to the fact that the artist are similar and the production is similar. Lil Pump looks to be unique at first because of his multi-colored hair, and his facial tattoos. When looked at in a closer context however one can see how his music is actually the same as other popular culture rappers through its ability to be fragmented and easily digestible. His music is also produced by a set of producers who produce other popular music in the genre, therefore limiting the amount of uniqueness, which in turn makes him a safe and pre-digested artist in Hip-Hop. Conclusion Hip-Hop was once a genre of music which was listened to only by the few who understood the lifestyle. The quality of music was considered much more authentic because it told stories which were a true testimony to an underprivileged lifestyle and was very hard to digest by people outside of the Hip-Hop community. Hip-Hop however has transitioned over time and become a genre which can be considered popular music according to Adorno. Through artist such as Logic we can see how music which tries to prove itself as serious subject matter is produced in formats which are easily digestible by consumers. The music is easy to chop up and fragment and consists of musical adlibs which do little to challenge the norms of popular culture. His music is also produced by DJs who produce a large selection of other popular rappers music. Lil Pump shows us another perspective of how rap tries to present itself as being different by presenting himself as being rebellious through drug use and different haircuts which are often multicolored. His music does little to challenge the listener as the songs are short, have little unique and difficult words, and often repeats the same lyrics over and over. Hip-Hop has become a very large genre bringing in over $10 billion in revenue last year alone according to ABC. The industry did not get that big from producing music which did not conform to the rest of popular music. Hip-Hop tries to present itself as a challenging and different genre of music from the rest but in turn still plays to the same tune as other forms of music.

Similarities Between the Great Depression and the Great...

The housing crisis in America is a major problem plaguing the United States economy. Before a solution is formulated, one must consider the history of the market and the causes of the problem. And after a solution is formulated, one must present an idea for prevention of the problem for the future. Many people see similarities between The Great Depression in the late 1920s to the late 1930s. The Great Depression was caused by the Stock Market Crash of 1929. Leading up to the crash was The Roaring Twenties. It was right after World War I. The United States economy was stimulated by producing things for the war. People seemed to have a lot of money. There were many new technologies and new infrastructure. There was a new concept of†¦show more content†¦There are millions of houses and few people buying houses. The cost of houses plummeted. I suppose there are quite a few similarities between the two. People were buying things on credit or loan they could not pay back. Laws wer e made both to help and prevent the situation. The housing market is not the only part of the economy that has suffered. Many states had already been suffering from the recession, revenue is even lower because of fewer purchases of houses. The labor market and industry have been suppressed as well. To find a solution, we need to look at what we want to accomplish. We want more commerce within the housing market and fewer illegitimate mortgages. When we go back to the idea of supply and demand, we are faced with two options to increase commerce. We can either have fewer houses, or we can make people want houses more. Since destroying existing houses is foolish, we assume we need to increase demand for houses. To have fewer illegitimate mortgages, banks will have to give loans to people only if they can repay them, and people will have to pay off the loans. There are many ideas floating around about how to jump-start the market. Some people think we should look at the assets to determ ine what each house is worth. Then we should base mortgages on what each house is worth. Others think mortgages should be restructured to be affordable for the buyer. Still others think banks should merely loan money toShow MoreRelatedEconomics...In Real Life1567 Words   |  7 Pagesluxury and economic stability in the United States, that is, until the day the stock market crashed and the country was plummeted in to a time of misery and uncertainty called the Great Depression. The ten year span from 1929 until 1939 is one of the worst episodes the United States has ever experienced; it held a great shortage in the money supply, massive unemployment, and despair and doubt for all of the people who lived through it. 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Summary Of Hard And Soft Roi - 1668 Words

Summary of Hard and Soft ROI In summation, return on investments (ROI) and its historical roots involving the Du Pont system have an extensive history which paved the way for cost accounting, financial accounting, and capital accounting. The (ROI) and (ROE) formulas are prominent in accounting, textbooks, and finance as well as health care professionals who use these formulas. Then, hard and soft benefits of projects vary depending on the for-profit and not-for-profit organization. The soft benefit also known as (qualitative data) is most useful for when a project team wishes to explore the root causes of project success or failure. Overall, hard methods primarily use data collection measure for objective realism. When it comes to softer†¦show more content†¦It can overall increase productivity and profit in the long-term. For instance, my workplace instills usage of electronic medical records for new and current patients for efficiency, productivity, and accuracy for the lo ng-term of patients dental x-rays and health history. The costs involved are considerable and hard to calculate depending on the fees and licensing. According to, (Health Resources and Services Administration, 2016), a persistent problem is demonstrating a return on investment from an (EHR) implementation is often times challenging and may be even more difficult for smaller practices. The cost and effort involved from staff and management is difficult, but necessary to carry out productivity for implementation of (EHR). Every company practice is different and every practice must adapt to changes of implementing (EMR) for the duration of patient accuracy. Aside from the challenges, cost, and effort of implementing (EMR)’s in health care organizations, there is a desire to generate a return on investment (ROI) from them. 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Nippon Steel & Sumitomo Metal Corporation-Samples for Students

Questions: 1.Provide an Introduction to the report that clearly states the aim and structure of the report, and provides justifications of the HRM issues discussed, looking into with key strategic aims of the organization. 2.Critically analyse the Internal and External Environment for your chosen Organisation. Answers: 1.Founded in the year of 1970, Nippon Steel Sumitomo Metal Corporation has emerged to be the third largest steel producing organization in the entire world (Nssmc.com 2017). Nippon Steel Sumikin Engineering Co., Ltd. (NSENGI) with its more than 40 years experience, mainly in Southeast Asian projects, has laid many long-distance, large-diameter, high-pressure submarine pipelines for oil gas projects, which meet demanding requirements for high reliability.Considering the fact that the human resources are the most valuable management resources, the Nippon Steel Indonesia does employ a variety of impressive HR practices that helps the company enhance the skills of the employees and encourage them to demonstrate their ability. Hence, the present report intends to discuss and critically analyse the existent HR policies of the company, and offer recommendations, if any. As far as Nippon Steel is concerned, it has been created by merging two giant steel companies, Yawata Iron and Steel company and Fuji Iron and Steel Company. The company is known for offering a wide range of products including flat and long steel products, wire products, chemicals and plates. The company has been operating globally almost since its inception, and the total number of employees working here sum up to 60,508 (Nssmc.com, 2017). The importance of IHRM practices cannot be undermined, as it is the strategic way through which the Human Resource manager of an organization aligns organizational goals with employee benefits, motivating the staffs to work more dedicatedly towards the accomplishment of the organizational goal. Nippon Steel believes in enhancing the skills and expertise of the employees, so that they can embrace leadership roles in future in an effective way. Hence, Nippon Steel promote activities like the early work abroad experiences, study abroad opportunities in designated regions, and internal courses (Moriguchi 2014). Besides, the company offers skill training to its employees, especially the local, inexperienced and semi-skilled staffs of Indonesia, so that they can deliver high quality performance in future. This not only helps the company train its employees, but also enjoy employee loyalty. Those employees, who join the company as working staffs, if exhibit special potentialities, are being offered career growth opportunities as well, as they are enrolled in leadership programs at the expense of the company. The company also believes that in order to increase employee engagement at workplace, it is important to value the employees. Accordingly, the management authority of the company holds meetings with the employees, to assess the total annual working hours, and to reduce the same, if necessary. Besides, it is equally important to state here that that the company also promotes specific measures for the prevention of overwork, such as the establishment of bonus annual leave (approximately 10 days annually) and workload countermeasures in cooperation with a supervisor and / or industrial physician (Giarratani et al. 2013). Although the existent HR policies are indeed impressive, further recommendations can be advised. Since Nippon Steel is a steel manufacturing company, occupational injuries are common. The HR practice should include investment in the safety management system to reduce chances of occupational accidents. The company should also reduce its working hours, offer flexible work schedules and work from home facilities once a week (wherever applicable), and provide cultural training to its employees. These are the basic HRM strategies undertaken by the company in the international strategy. While speaking of HRM in the international setting, the basic function of the HR of the company is to offer intensive training to the expatriate employees, so as to enhance their linguistic skills as well as their cultural sensitivity in a foreign nation and an alien culture. Again, similarly, sufficient training is also being offered to the impatriate employees ho are coming from foreign lands in order to work under the host country, and consequently they must be made aware of the organizational culture prevalent in the host country. Another very important function of the IHRM at Nippon Steel is to offer sufficient compensation and lucrative incentive packages to the employees who are relocating to other locations, for the sake of the organization. Hence, the HR manager offers lucrative bonus as well as other financial benefits for shifting to the foreign location, though the % of salary increment depends on the country location and local market cost of living. In fact, as an import ant IHRM function, the company also offers allowances for cost of living, housing, food, recreation, personal care, clothing, education, home furnishing, transportation, and medical care. Other than this, the IHRM also is responsible for offering other allowances, and Nippon Steel, for example, offers home-leave allowances and relocation allowances. The HR manger, as part of an important IHRM function, also organizes meetings with the managers and CEOs of the different branch locations of the company, and ensures proper coordination amongst the different branches. Nippon Steel follows the ethnocentric IHRM model, whereby the managers as well as the technical workers working in different locations of the company are advised to follow the HRM practices of the home country only. 2.The performance of any organization is not only guided by the human resources or the financial resources, but also by the environment in which the organization operates in. As a strategic tool, the environmental analysis of an organization helps in identifying the internal and external elements that affect the performance of the company. Accordingly, the internal and external analysis of Nippon Steel is also being conducted as follows: Internal Environmental Analysis 3Generic Strategies: While analyzing the internal environment of Nippon Steel, it would be interesting to take note of the important generic strategies undertaken by the HR manger of Nippon Steel as part of its human resource management strategy. First of all, innovation as a strategic imperative of HR management is embraced by the management authority of Nippon Steel. In order to create dedicated employees, the company offers flexible working schedule to the employees, and offers 3 work from home facilities a week to the employees, that help in motivating the employees. As part of the organizational strategy, innovation is achieved by offering intensive communication and managerial training to the employees. However, the company is still mindful of its cost reduction strategy, and hence it does not offer training to the employees at free of cost. The employees are enrolled in a variety of professional training courses, on the completion of which they not only enjoy career growth opportunities but are al so offered certificates from recognized training centers. The employees can avail the courses at lower cost, as the company deducts a very small amount of money from the employees salary every month, so as to enhance their skills and expertise, without affecting the profitability of the company. Besides, innovation is an important key strategy of the company, and the operating strategies of the company are developed through interactions with its employees, customers, partners, vendors, suppliers and consultants. They review market trends and identify, through benchmarking, what is required to out-perform their competition. Every week, the HR organizes interactive sessions with the employees and stakeholders, in order to communicate the innovative strategies of the organization (Druker, 2014). Another important cost-reduction strategy adopted by the company is the introduction of a variety of expat packages. In other words, the company offers local or local plus packages for developm ent or volunteer assignments; expat lite is being used for moves in markets where talent is widely available or early localization is desirable; and full expatriate packages is being used for senior level executives and leadership positions. Quality is also an important generic strategy adopted by Nippon Steel. The company does offer career growth opportunities to all its employees, and in case of exceptionally taented employees, the company offer huge concessions on the training courses. Apart from personal motivation, much attention is also being paid to the infrastructural facilities such as the physical layout of the office, facilities, hardware and software, communication equipment, etc so that the employees can work in a very comfortable way. External Environmental Analysis PESTEL: Political Factors While operating in Indonesia, Nippon Steel will need to be well-aware of the political instability of the country and that as much as 22% of the people in Indonesia are presently living below the poverty line (Hassan 2015). Economic Factors Although Indonesia does enjoy a good inflow of FDI amounting to $67.3 billion, the country cannot be termed as an example of a strong economy. In the entire world, Indonesia ranks 157 in terms of the per capita income of the citizens, and it is still a developing nation (Waworuntu and Suryanto 2015). Social Factors The country enjoys a large population, a total of 240,271,522 populations which is growing at 1.13%. The prospects of sale of any product are higher here, given the higher consumption rate of a densely populated nation (Arifin 2016). Technological Factors The country does enjoy a very highly developed and effective transport and communication system. Environmental Factors The environmental laws are very strict mandating the use of energy efficient means of production. Demographic Factors Issues relating to access to health and education as well as rising inequality are the most pressing social challenges the Indonesian people are encountered with. Hence, it is advised that in order to gain competitive edge over the rival firms, a company should invest in social initiatives. The country has a patriarchal set up, which makes it difficult to entrust managerial duties to the women. From the above analysis, it is clear that Nippon Steel does have prospect in Indonesia, considering the dense population of the country. However, since it is still a developing nation, the company will need to reduce its operational cost and offer low cost products. Accordingly, as part of its cost reduction strategy, the company can hire the semi-skilled local workers, and train them to work efficiently, at low cost. In Indonesia FDI is restricted in most ofthe sectors and the business environment is not good because of persistent corruption and natural disaster, and hence it is advised that the company does not focus all its resources in Indonesia. It can manufacture its products mostly here, because of the cheap availability of raw materials and labour, and export the majority of the products to other parts of the world. However, the Indonesian market also assumes great importance since Frost Sullivan forecastsIndonesias vehicle sales to reach 1.1 million units in 2017, growing a t a rate of 5 per cent, and hence the company can expect a steady growth in the sale of steel sheets (Natsuda et al. 2015). Reference List: Arifin, B., 2016.Institutional constraints and opportunities in developing environmental service markets: lessons from institutional studies on RUPES in Indonesia. Bogor, Indonesia: World Agroforestry Centre (ICRAF). Drucker, P., 2014.Innovation and entrepreneurship. Routledge. Giarratani, F., Madhavan, R. and Gruver, G., 2013. Steel industry restructuring and location.Handbook of Industry Studies and Economic Geography, p.11. Hassan, M.K., 2015. The response of Muslim youth organizations to political change: HMI in Indonesia and ABIM in Malaysia.Islam and the Political Economy of Meaning: Comparative Studies of Muslim Discourse, pp.180-96. Jones, L., 2016. Explaining the failure of the ASEAN economic community: the primacy of domestic political economy.The Pacific Review,29(5), pp.647-670. Moon, H.C., Hur, Y.K., Yin, W. and Helm, C., 2014. Extending Porters generic strategies: from three to eight.European Journal of International Management,8(2), pp.205-225. Moriguchi, C., 2014. Japanese-style Human Resource Management and its historical origins.Japan Labor Review,11(3), pp.55-76. Natsuda, K., Otsuka, K. and Thoburn, J., 2015. Dawn of industrialisation? The Indonesian automotive industry.Bulletin of Indonesian Economic Studies,51(1), pp.47-68. Nssmc.com., 2017.Nippon Steel Sumitomo Metal Corporation. [online] Available at: https://www.nssmc.com/ [Accessed 13 Jun. 2017]. Waworuntu, S.R. and Suryanto, H., 2015. The Complementary Nature Of Fundamental And Technical Analysis Evidence From Indonesia.International Research Journal of Business Studies,3(2).

Thesis About Soft Drink Dealership Essay Essay Example

Thesis About Soft Drink Dealership Essay Paper 1/A thesis proposal submitted to the Faculty of the Department of Management. College of Economics. Management and Development Studies. Cavite State University. Indang. Cavite. in partial fulfilment of the demands for graduation with the grade of Bachelor of Science in Business Management. major in Business Economics. Prepared under the supervising of Dr. Nelia C. Cresino. INTRODUCTION Soft drinks can follow their history back to the mineral H2O found in natural springs. Bathing in natural springs has long been considered a healthy thing to make and mineral H2O is said to hold healing powers. Scientists shortly discovered that gas carbonium or C dioxide is behind the bubbles in natural mineral H2O. Soft drinks by its term are drinks that are non alcoholic drinks. Carbonated soft drinks are besides referred to as sodium carbonate ( About. com. 2011 ) . What is particular about soft drinks is that it is really easy to happen and that all people could avail it. It is truly good in fulfilling thirst of an person. It gives a reviewing feeling particularly on a really hot conditions. Harmonizing to the research conducted by the Gale Group Farmington Hills Michigan ( 2008 ) . the soft drink industry began in the mid-1880s. We will write a custom essay sample on Thesis About Soft Drink Dealership Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Thesis About Soft Drink Dealership Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Thesis About Soft Drink Dealership Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer During the early old ages. soft drinks were sold merely in shops that could supply fountain service. Increasing distribution was tied to constructing extra sirup fabrication workss. The first marketed soft drinks appeared in the seventeenth century as a mixture of H2O and lemon juice sweetened with honey. In 1676 the Compagnie de Limonadiers was formed in Paris and granted a monopoly for the sale of its merchandises. Sellers carried armored combat vehicles on their dorsums from which they dispensed cups of lemonade. Sari-sari shops remains the largest distribution channel in 2011. little vicinity retail mercantile establishments called sari-sari shops accounted for the largest proportion of gross revenues in soft drinks. Located in vicinities. these mercantile establishments make merchandises easy accessible to lower- and middle-income consumers. particularly in provincial countries where modern channels such as convenience shops and supermarkets are located in retail centres that are far from residential countries. It should besides be noted that Filipino consumers typically do non purchase in majority and shop soft drinks merchandises at place. Therefore. sari-sari shops become a convenient channel for purchasing soft drinks in the favorite smaller and returnable glass packaging ( euromonitor. 2011 ) . For franchise one will necessitate a batch of collateral. The sum is based on the country of distribution. Soft drink franchise is profitable. but one should hold to watch out for a batch of things where one can lose money like breakage. larceny. etc. The trader should be 200 % hands-on because of the hard currency and tonss of recognition that will be handled. Based on the trial on the gross revenues office of Coca-cola. Pepsi-cola every bit good as Royal Crown in Cavite there are 52 soft drinks traders in the state. Soft imbibe franchises every bit good as other concerns contribute to the betterment in the economic status of people in a certain country or field and the community in general. Therefore. the profitableness of its operation is deserving analyzing. Statement of the Problem Specifically. the survey seeks to reply the undermentioned inquiries: 1. What are the socio economic features of soft drink traders in Cavite? 2. What is the income of soft drinks traders in Cavite? 3. What is the profitableness of soft drinks franchise concern? 4. What are the jobs encountered in soft drinks franchise? Conceptual Framework. The model of the survey which is composed of the socio-economic features as the input. the franchise as the procedure and the net income as the end product is shown in Figure 1. The socio-economic features of the soft drink traders such as age. gender and educational background will be the used as input in runing a franchise concern. The end product which is the net income of the concern will be based from the input which will be processed in runing the concern to bring forth the net income. Figure 1. Conceptual model of the profitableness of the soft drinks franchise in Cavite. Aims of the Study Generally. the survey will be undertaken to find the profitableness of soft drinks franchise in Cavite. Specifically. it aims to: 1. describe the socio-economic features of soft drink traders in Cavite ; 2. determine the income of soft drinks traders in Cavite ; 3. determine the profitableness of soft drinks franchise in Cavite ; 4. identify the jobs encountered in soft drink franchise concern. Importance of the Study The prospective investors can utilize this information as footing in make up ones minding to come in into the soft drinks franchise concern. This will supply a good beginning of informations for their feasibleness survey. The pupil and research workers can utilize the consequence of the survey as mention to hold a deeper survey about soft drink franchise in Cavite and other related researches. From the consequence of the survey. the soft drinks trader will hold an thought of the current state of affairs of other traders and compare their pricing schemes with the other soft drink traders in Cavite. Scope and Limitation of the Study This survey will be conducted to analyse the profitableness of soft drink franchise in Cavite. It will be conducted from October to December 2012. The respondents will be the proprietors. directors. or owner-managers of soft drink franchise concern. The survey focused chiefly on the socio-economic features of the respondents. income of soft drink traders and jobs encountered in soft drinks franchise concern. Lone traders of soft drinks such as Coca-cola. Pepsi- Cola and Royal Crown will be interviewed. Accounting minutess for one twelvemonth period. 2011 will be included in the analysis of income. The information that will be used in the survey will be limited to what the respondents will supply during the interview. Operational Definition of Footings. Cost of sale refers to an disbursal incurred by soft drinks traders which is obtained by multiplying the monthly gross revenues volume by unit cost. Gross income refers to the monthly sum hard currency sum received by soft drink traders from the concern. Net net income refers to the entire hard currency sum left to the soft drink trader after subtracting all relevant disbursals from the entire gross revenues. Profitableness is the ability of soft drink traders to better the fiscal place of the concern. The ratios that will be used are: Gross Net income Margin. Operating Net income Margin and Net Net income Margin. Gross saless volume refers to the monthly measure of soft drink sold by soft drink traders. Soft drinks is the chief merchandise traded by the soft drink traders to their consumers. This include carbonated drinks such as Coca-cola. Pepsi- Cola and Royal Crown. Soft drinks traders refer to the individual who sells soft drinks for hard currency. Entire cost/ disbursal refers to all disbursals incurred by soft drink traders in a month. Entire gross revenues refers to the entire sum of soft drinks sold in a month. It is obtained by multiplying the unit merchandising monetary value by the monthly gross revenues volume. METHODOLOGY. This chapter will discourse the research process to be used in the survey. This will be presented in the undermentioned subdivision: 1. ) research design. 2. ) beginning of informations. 3. ) informations assemblage process. 4. ) research instrument. 5. ) method of analysis. Research Design The cross- sectional study research design will be used in analyzing the profitableness of soft drink franchise in Cavite. This design will ease happening the replies to inquiries on socio-economic features of soft drink traders. income of soft drink traders. profitableness of soft drinks franchise and the jobs encountered in soft drink franchise concern. In the cross sectional study design. informations will be collected at one point in clip from October to December 2012 from a sample selected from a population at the peculiar clip. Beginnings of Data The respondents for this survey will be the soft drinks traders in Cavite. A list of soft drink traders in every town was requested from the gross revenues office of the different companies such as Coca-cola. Pepsi- Cola and Royal Crown Cola in Cavite. viz. : Alfonso. Amadeo. Bacoor. Carmona. Cavite City. Dasmarinas City. Gen. Trias. Imus. Indang. Kawit. Maragondon Naic. Noveleta. Rosario. Tagaytay. Tanza and Trece Martirez City. Merely towns that have soft drink traders will be included in the survey. Data Gathering Procedure The information to be used in the survey will be gathered through interviews with the assistance of questionnaires. Trial to the different towns of Cavite will be done to find the figure of soft drinks traders. Table 1 shows the distribution of respondents by merchandises and by towns. A sum of 52 respondents will be included in the survey. Table 1. Distribution of respondents by merchandises and by towns. PRODUCT/TOWNFREQUENCYPERCENTAGE Pepsi- Cola Carmona 2 4 Bacoor 3 6 Dasmarinas 3 6 G. M. A. 1 2 Silang 3 6 Coca-cola Amadeo 1 2 Bacoor 4 7 Cavite City 1 2 Dasmarinas 3 6 Gen. Trias 2 4 Imus 2 4 Indang 1 2 Kawit 1 2 Maragondon 1 2 Naic 1 2 Rosario 3 6 Tagaytay 1 2 Tanza 2 2 Ternate 1 4 Trece 1 2 Royal Crown Cola Alfonso 1 2 Bacoor 2 4 Carmona 2 4 Cavite metropolis 1 2 Dasmarinas 1 2 Gen. Trias 1 2 Imus 3 6 Noveleta 1 2 Silang 1 2 Tanza 1 4 Martirez 1 2 Entire 52 100 Percent Research Instrument The questionnaire will be used as the chief assemblage tool of informations. The questionnaire is divided into 5 parts. The first portion is about the general information of the respondents. The 2nd portion will concentrate on the signifier of concern organisation. and the 3rd portion will focus on on the patterns and schemes in doing net income. The 4th and the last portion include the concern income and outgos of the soft drink traders and the jobs encountered in soft drink franchise. Method of Analysis Frequency count and per centum will be used to depict the socio-economic features of soft drink traders. factors impacting the income of soft drink traders and jobs encountered by soft drinks traders. Fiscal tool such as profitableness ratios will be used to mensurate the earning capacity of the concern. The ratios that will be used are: Gross Net income Margin. Operating Net income Margin and Net Net income Margin. Gross net income border. Measures the per centum of each peso gross revenues staying after the house has paid for its goods. The higher the gross net income border. the better. the lower the comparative cost of merchandize sale. Gross net income border = Gross net income Gross saless Operating net income border. It determines the per centum of each peso gross revenues that is represented by runing net incomes. It measures the overall operating efficiency and incorporates all the disbursals associated with the ordinary or normal concern activities. Operating net income border =net runing income Net gross revenues Net net income border. See income after cost. Operating cost and revenue enhancements have been deducted. Net net income border is divided by net income after revenue enhancements by net gross revenues. In analysing the income of soft drink traders the expression that will used to work out the net income is: NI =TS – TC Where: NI = net income TS = entire gross revenues TC =total cost Return on disbursals. Measures the gaining power of the concern for every peso spent. It is obtained by spliting the net income after revenue enhancements by the entire disbursals. ROE= net income after revenue enhancements Entire expense REVIEW 0F RELATED LITERATURE Carbonated Soft drinks Dealers Soft drinks are liquids which contains C dioxide. In the old ages that followed. many fluctuations of carbonated drinks. the procedure of carbonation can happen of course belowground or unnaturally. it is through supercharging. Examples of carbonated drinks include spring H2O. beer and sodium carbonate. or dad. Best illustration is Coca-Cola which is the family name all over the universe. Makers of carbonated drinks use caramel colourising more than any other colour in the nutrient industry. Carbonated drinks can by and large be 90 percent H2O. They are most normally associated with being non-alcoholic. although by definition beer is besides a carbonated drink ( Jeanne. 2011 ) . Harmonizing to the Pinoy Progress Philippines. Com. The Filipino Beverage Industry is composed of companies bring forthing ice tea drinks. soft drinks and Colas. energy drinks. milk. juice drinks and mineral H2O. In the soft drinks or soda class Coca-Cola and Pepsi of the US dominate. The soft drinks section of this industry right now is dominated still by the two American giants–Coke and Pepsi ( pinoyprogress. com2012 ) . Royal crown soft drinks are besides the taking trade name of soft drinks for the Filipinos. Geting Filipinos to appreciate RC Cola. a century-old trade name founded in Columbus. Georgia is something that the local bottlers of RC Cola have been making daily for the past eight old ages ( Manila Bulletin. May16. 2011 ) . Pepsi Cola Products Philippines reported its gross revenues figured being down to $ 2. 74 million in 2008 from $ 3 million in 2007. This is expected to be a consequence of people’s turning orientation towards healthier drink options ( Filipino Beverage Industry. 2009 ) . Consumption of and Gross saless of soft drinks The ingestion of carbonated soft drinks is high. and is fast making impregnation. So future growing in the Philippine soft drinks market is expected to come from non-carbonated soft drinks. says â€Å"Philippines Food and Drinks Market: Emerging Opportunities† . the latest research on the Filipino nutrient and drinks market ( Philippines Food and Drinks Market: Emerging Opportunities. Feb. 2009 ) . Status of gross revenues in soft drink industry has been good public presentation over the recent old ages. Enjoying high per capita ingestion among Asiatic states. The gross revenues of soft drinks are expected to come to make 6 Billion Liters in 2008. 23 % up over 2005 ( Philippines Food and Drinks Market: Emerging Opportunities. Feb. 2009 ) . Small retail mercantile establishment which is called sari- saree shops is accounted for the largest proportion of gross revenues in soft drinks. Because it is easy accessible to lower- and middle-income consumers. particularly in provincial countries where modern channels such as convenience shops and supermarkets are located in retail Centres that are far from residential countries ( Euromonitor. com2012 ) . In the Philippines. the competition in the carbonated drinks becomes stronger. The Coca-Cola Export Corp remains the unchallenged leader in the Philippine soft drinks class. The Coca-Cola Co is able to provide to lower-income consumers through its fully-owned subordinate Cosmos Bottling Corp. which manufacturer’s competitively-priced regional trade names ( Euromonitor. com2012 ) . Harmonizing to the research conducted by the Canadian Beverage Association ( 2009 ) . gross revenues tend to be seasonal. with higher ingestion happening during the hotter summer months. Unusually cold or showery conditions during the summer months can hold a negative impact on gross revenues. Aside for carbonated drinks. bottled H2O and fruit juice will be the most profitable in the non carbonated soft drinks in the market. Many factors impacting the gross revenues of soft drinks industry â€Å"Growing wellness consciousness and wellness safety concerns among Filipinos will be the cardinal make up ones minding factors of this growth† † . says an analyst at RNCOS. Other factors. including turning immature population. lifting income and switching consumer penchant are besides likely to add to the growing of wellness drink market in the state ( S. C 2009 ) . Problems Encountered by Soft drinks Industry Harmonizing to the research conducted by the Euromonitor’s squad. the twelvemonth of 2011 is a really ambitious twelvemonth for the soft drinks industry in the Philippines. Because of the economic back bead. shorter summer periods and higher inflationary force per unit area. the industry’s entire volume gross revenues contracted ( Euromonitor. com. 2012 ) . Increased competition from other non-alcoholic drinks. in peculiar bottled H2O. but besides drinks such as fruit/vegetable-based drinks. energy drinks. athleticss drinks and relaxation drinks. has given consumers more beverage picks. Changing consumer penchants and demographics. with a larger section of older consumers who are progressively concerned about their ain wellness. and concerns about fleshiness have resulted in an increased demand for new merchandises ( Canadian Beverage Association. 2009 ) .

Benetton Family Essay Example

Benetton Family Essay Example Benetton Family Paper Benetton Family Paper a shoe manufacturer and distributor; Galli Filati S. p. A. , a producer of woolen yarn; and Columbia S. p. A. and Altana Uno S. p. A. , both licensed to produce and market under the Benetton trademark. To integrate group logistics, Benetton also acquired Azimut S. p. A. , Benair S. p. A. , and Benlog S. p. A. To enhance global production and marketing, Benetton built a factory in Argentina to add to facilities built the year efore in Brazil; acquired, incorporated, or sold marketing companies in various countries; opened stores in Warsaw, Moscow, and Cairo; listed on the New York and Toronto Stock Exchanges; planned to expand Benetton Cosmetics, which had operated in North America and Europe for the last three years, into the Japanese and South American markets; and entered into a joint venture with the Japanese trading company Marubeni, creating Benetton Shoes Corporation, to sell shoes in the United States and Canada. Negotiations also were made with Toyobo on joint plans to enter both the Japanese and Brazilian markets, and with Seibu-Saison to convert its license to a production and marketing joint venture. These developments were representative of Benettons strategy to first use licensees to gain wide exposure in new markets and then to convert the license into production and marketing joint ventures. Accordingly, growth also was accelerated by granting licenses to producers in noncompeting industries. The Home Colors trademark was developed by acquiring an interest in Eliolona S. p. A. , which was to produce linens under license agreements in Brazil and Israel and to sell them in European markets. A new joint venture called United Optical was formed between H. J. Heinz and the Italian manufacturer Anser to produce spectacles. Furthermore, W. I. D. E. Corporation was incorporated in the United States as a joint venture with Avendero S. p. A. to manage international forwarding and customs clearance operations. By 1989 exports rose to 65. 5 percent of total annual sales. To finance this expansion, Benetton aimed to attract investors in the United States, Canada, Japan, and Europe by making a capital issue of 24 million shares. In that year, Benettons holding company, Edizione Holding, reinvested its funds from the sale of financial services by buying Nordica, a ski equipment firm, for $150 million and soon acquired several other retail sports lines. Moreover, the trademark United Colors of Benetton was adopted. In the meantime, the Federal Trade Commission conducted a preliminary investigation to determine whether Benetton had violated federal statutes by failing to file as a franchiser but dropped the inquiry after Benetton asserted that contracts are negotiated by independent sales agents and that store owners pay no fees or royalties, even though they are required to follow stringent merchandising rules. In the late 1980s, Benetton gained additional competitive advantage by implementing global networking to connect sales and production. A oint-of-sale computerized program, which linked the shops to headquarters, was designed to handle order management, cost accounting, production control, and distribution support. Thus agents began booking 80 percent of each seasonal order six months in advance; the remaining orders were placed midseason and relayed to headquarters by computer. The point-of-sale program was replaced by late 1989, and Benettons decentralized operations were linked by a gl obal electronic data interchange network, which also included freight forwarding and customs applications. Although sales grew by 24 percent in 1990, Benetton lost $6. 6 million in the United States that year, and another $10 million in 1991, a loss of 28 percent since 1987. Thus in 1991 Benetton started to consolidate its stores in the United States as well as Europe, replacing the clusters of smaller stores with the megastore concept, which carried the full Benetton line. In addition, Benetton turned its marketing and sales efforts once again to developing markets in the Near and Far East and to Eastern Europe, and halved its dividend to have more funds for expansion and acquisition. In December, Benetton signed a joint manufacturing agreement with Alexanian in Egypt in light of plans to open 30 stores in that country, and in 1992, 12 stores were opened in Poland. A joint venture agreement was signed for manufacturing facilities in Armenia, which was to produce apparel for the Soviet market under the United Colors of Benetton trademark; future expansion plans came to a halt, however, owing to lagging productivity at this plant. To beat the worldwide recession and increase market share, in 1992 Benetton developed strategies to achieve the following goals: to improve operating margins, reducing prices by about 15 percent, increasing production volume, improving product mix, and taking advantage of the devaluation of the lira; to improve operating efficiency, reducing number of styles of its collection from 4,000 to 2,600, and acquiring and integrating the operations of four key former subcontractors; and to improve cash flows, refinancing short- and medium-term debt. The mix of items was improved by introducing sophisticated classic professional apparel through shops dedicated to these higher-margin product linesAnd for dress shirts, Di Varese for shoes, and Benetton Uomo and Benetton Donna for mature men and womenand by continuing to expand into the sporting goods market. By mid-1992, Benetton bought the remaining interest in Galli Filati and consolidated interests in four suppliers of woolen and cotton materials; now about 68 percent of the cost of production was represented by charges from subcontractors, compared with 87 percent in 1991. As a result, 1992 group sales rose 10 percent. By early 1993, Benetton had continued to close stores in the United States and, for production and marketing reasons, ceased operations at the Rocky Mountain plant in North Carolina. A technologically advanced factory opened at Castrette, Italy, which was designed to expand manufacturing capacity to 20 million pieces per year with about 15 people, using sophisticated robotic technology. Goods were now exported in greater numbers from Italy, where Benetton benefited from the abolition of the wage indexation system and the devaluation of the lira following its withdrawal from the exchange rate mechanism of the European Monetary System. At this point, Benetton had 32 factories, of which 27 were in Italy, and license agreements in 13 countries. In addition, Benetton decided to expand in developing countries, forming a joint venture with a major Indian manufacturer to produce linens and stationery, opening its 7,047th store, in Cuba, and transforming Benetton Mexico from a sales subsidiary to a manufacturing operation for the North American market. These developments, particularly the continued effort to rationalize production, resulted in Benettons stock reaching a five-year high. Consolidated revenues increased in 1993 by about 10 percent compared with the previous year, and net income rose 39 percent since 1990. Benettons global advertising campaign succeeded in generating a mix of praise and criticism and, ultimately, a fair amount of free publicity since about 1989. The ads, which were initially product-oriented campaigns on themes of multinational and multiracial harmony, eventually focused on institutional-oriented campaigns that featured documentaries on AIDS, sexuality, the environment, interracial relationships, and the war in Bosnia-Herzegovina. Although many of the ads became the subject of controversy and were withdrawn or banned throughout the world, the United Colors of Benetton ad campaign, which hinged on racial diversity, won Benettons art director Oliviero Toscani the UNESCO Grand Prix award. Despite the ad controversy, Benetton managed to maintain a sterling corporate image during Italian government kickback investigations conducted in 1993 that involved more than 5,000 of the countrys political and business elite. In fact, Luciano had gotten involved in national politics as part of a movement to overthrow the old system, and n 1992 was elected to the Italian Senate as a member of the Republican party. In 1994, however, Luciano retreated from politics, believing that the Italian government had met its objective, to devote himself to the family business. In early 1994, Palmieri diversified Benetton by planning substantial acquisitions of either well-known brands or companies in the developing world. One such expansio n was a joint venture agreement signed with Timex and Junghans Uhren to produce watches and alarm clocks. In addition, Palmieri planned to double turnover by 1996. To fund these ambitious plans, he placed 11 million shares in foreign markets. This issue was expected to raise the float from 20 to 30 percent, with the remaining stock controlled by the Benetton family. In the mid-1990s, Benettons efforts to crack the U. S. market appeared to run out of steam. While the companys clothing continued to attract European consumers, American shoppers turned away from the brand and its all too controversial advertising campaigns. The companys attempts to enter the Asian and Eastern European markets met with similar indifference on the part of consumers. In the meantime, the 1990s saw the rise of a new breed of trendy designer-retailers who soon were beating Benetton at its own game. Such names as HM, Zara, The Gap, Diesel, and many others began drawing consumers from Benetton stores. With its apparel sales in a slump, Benetton also faced a crunch from its effort to crack the sporting goods market. Since the late 1980s, the Benetton familys Edizione holding had been building up a portfolio of sporting goods companies, starting with its purchase of Nordica in 1989. By the late 1990s, the company had tennis manufacturer Prince, racquetball equipment maker Ektelon, the United States Rollerblade, and others, including golf equipment from Langert, skis from Kastle, and mountaineering boots from Asolo. These holdings were placed under a new unit, Benetton Sportsystem, which was then sold to Benetton S. p. A. between 1997 and 1998, for $300 million. Yet the sporting goods division never jelled with the company, and after years of posting losses, Benetton began selling off the sporting goods division. This process was completed in large part by 2003, with the sale of Nordica. In the meantime, Benettons problems with its clothing division deepened. The late 1990s saw the company attempt a massive licensing scheme, placing its brand name on items ranging from condoms to mineral water to wallpaper. As one consultant told Forbes: That is not a good sign. Its usually an indication that a brand is over the hill. Benettons desperation to recapture its former glory was highlighted by a distribution agreement reached with staid U. S. department store group Sears, Roebuck and Co. in 1998. The hoped-for sales never materialized. Worse, Benettons advertising campaign inspired only revulsion in the United States, when it launched its We, On Death Row campaign featuring prison inmates. The resulting controversy convinced Sears, Roebuck to pull out of its distribution agreement. Benetton continued to struggle into the 2000s, with a lack of focus and little enthusiasm for its clothing designs. The company appointed a new CEO, Luigi de Puppi, who was replaced in 2003 by Silvano Cassano, a former Fiat executive. At the same time, the Benetton family announced that it planned to draw back from the day-to-day operation of the clothing company. Cassano installed new management and led a revamp of the companys clothing designs and a redesign of its retail stores, with a focus on the groups 166 megastores. The company also launched a new brand, Sisley, featuring trendier, edgier youth fashions. By the end of 2003, as the companys sales continued to slipback to $2. 3 billion, Cassano announced plans to spend nearly $530 million on an effort to revitalize the companys retail offer. As part of that strategy, the company intended to introduce a new range of higher-quality goods, and diversification into cosmetics, accessories, and home furnishings. Benetton hoped to recapture the flair that had made it one of Italys major fashion success stories. Principal Subsidiaries Benfin S. p. A. ; Bencom S. p. A. ; Galli Filati S. p. A. ; Fabrica S. p. A. ; Benetton Fashion S. p. A. ; Benlong S. p. A. Benetton Services Ltd. (U. K. ); Benetton U. S. A. Corporation; Benetton Capital Investments N. V. (Netherlands); Benetton Holdings N. V. (Netherlands); Benetton International N. V. (Netherlands). Principal Competitors Industria de Diseno Textil S. A. ; The Gap Inc. ; Hennes Mauritz AB; Vivarte; Gruppo Coin S. p. A. ; Kiabi S. A. ; La Redoute; Charles Vogele Holding AG; Peek und Cloppenburg KG; Somfy International S. A. ; Cortefiel S. A. ; Mango S. A. Further Reading Benetton, Luciano, with Andrea Lee, Io e i miei fratelli: La storia del nostro successo, Milan: Sperling and Kupfer Editori, 1990. Benetton to Sell Rollerblade, WWD, January 7, 2003, p. 16. Camuffo, Arnaldo, and Giovanni Costa, Strategic Human Resource ManagementItalian Style, Sloan Management Review, Winter 1993, pp. 59-67. Carlson, Scott, Benetton Write-Offs Add Up to Loss, Financial Post, April 1, 2003. Cento Bull, Anna, and Paul Corner, From Peasant to Entrepreneur: The Survival of the Family Economy in Italy, Oxford: Berg Publishers Limited, 1993. Dapiran, Peter, BenettonGlobal Logistics in Action, International Journal of Physical Distribution and Logistics Management, volume 22, number 6, 1992, pp. -11. Edmondson, Gail, Has Benetton Stopped Unraveling? , Business Week, June 30, 2003, p. 76. Gallagher, Leigh, About Face, Forbes, March 19, 2001, p. 178. Harvard Business School, Benetton S. p. A. : In dustrial Fashion (case study), Boston: HBS Services, 1987. How Benetton Has Streamlined and Branched Out Worldwide in Casual Clothing Market: Case Studies from Academia, International Management, May 1985, pp. 79-82. Kaiser, Amanda, Benetton Invests $526m to Expand Range of Product, WWD, December 10, 2003, p. 2. Ketelhohn, Werner, An Interview with Aldo Palmieri of Benetton: The Early Growth Years, European Management Journal, September 1993, pp. 321-31. , An Interview with Aldo Palmieri of Benetton: The Return As CEO, European Management Journal, December 1993, pp. 481-84. Lee, Andrea, Profiles, New Yorker, November 1986, pp. 53-74. Pepper, Curtis Bill, Fast Forward, Business Month, February 1989, pp. 25-30. Stillit, Daniel, Benetton: Italys Smart Operator, Corporate Finance, June 1993, pp. 30-39. Vergani, Guido, A Family Affair, Harpers Bazaar, December 2002, p. S16. - Marina L. Rota; Updated by M. L. Cohen Sponsored Links Benetton Family Latest World News from the International source- FT. com FT. com Benetton Perfume Major Brand Names Perfume, Make up Cosmetics 50% off. Free Shipping. www. strawberrynet. com Biography: Benetton Benetton, founded in 1965, and initially producing fine colorful knitwear, expanded to become the largest apparel network in the world. Benetton Groups diversification into a wide range of products and activities and its often controversial advertising techniques made the Benetton name a household word. The Benetton clothing line was created by three brothers and their sister in a small knitting shop in Ponzano Veneto, Italy. When their father died, Luciano (born 1935) left school to work in a clothing store in order to support his mother, sister Giuliana, and younger brothers Gilberto and Carlo. Luciano developed promotional and commercial expertise as a clerk in a textile store in Treviso. Later, as a representative of small textile establishments, he built up contacts with the Roman knitting magnates who were helpful when the family expanded its operation. As president of the Benetton Group, Luciano led the expansion of family holdings, particularly in the 1990s. He served as a senator of the Italian Republic from 1992 to 1994. Luciano is the father of four children, including Mauro Benetton, marketing director of the Benetton Group. Giuliana Benetton (born 1937) gained her experience from ten years of handicraft work in knitting for women. She created new knitwear collections and oversaw product lines. Giuliana served on the board of directors of both Edizione Holding, the family owned financial holding company and Benetton Group. She is married and has four children. Gilberto Benetton (born 1941), vice-president of the Benetton Group, president of Edizione Holding, and president of Benetton Sportsystem, also handled all Benetton sponsorships of athletic events. Through the Benetton Foundation, he created a sports complex in Treviso, Cittadella dello Sport, which was open to the public. Gilberto is married and has two children. Carlo Benetton (born 1943) was involved with the manufacturing component of Benetton. He was responsible for production at headquarters and abroad. Carlo served as vice-president of Edizione Holding and was on the board of directors of the Benetton Group. He is the father of four children. Mauro (born 1962), eldest son of Luciano, began working for the Benetton Group as a student and later managed a shop in Paris. In 1985 he moved to Benettons headquarters in Ponzano, where he took charge of the relaunch of one of the Groups main lines, which then experienced a period of record growth. Mauro was appointed marketing director of the Benetton Group in 1992, at the age 30. The Benetton family combined and optimized their expertise in marketing (Luciano), production (Giuliana), management and finance (Gilberto) and technical know-how (Carlo). They aimed at the casual wear market with color to catch the eye, first only in woolens but later in cotton. When regional small plants producing stockings came upon hard times, the Benettons bought their equipment at bargain prices. Now they were ready for a spectacular expansion. Between 1972 and 1976, they expanded into all types of clothing, from jeans to gloves to a complete Benetton wear model. Going into the 1990s there were 14 family members in the business. The Benettons aimed to transform the fashion-fractionalized small handicraft style into an industry with minimum risks. To achieve this, they expanded in variety and size and decentralized production and distribution. They purchased large quantities of materials in raw form, benefiting from quantity discounts and controlling the processing (especially color) from its rawest form. However, 80 percent of production was performed in plants not owned by Benetton but controlled by the family. In distribution, various attempts were made to control all stores. At the beginning they would go into partnership with a friend who would in turn find others interested in having a Benetton store. Later, with international expansions, the holdings model was adopted, with the Benettons always having an exclusive contract. As a practical characteristic, the stores were about 400 square feet (while the competition was usually 1,500 square feet) and 50 percent of all working hours were dedicated to sales (the competition, 22. 5 percent). This is probably why Benettons productivity was four times greater than the competition. Still, the success of the Benetton model is due to their trust. They wanted the stores to be exclusively Benetton, but allowed the owners to have 51 percent of the holdings. The Benettons have always preferred to be partners with their producers and distributors rather than to seek vertical integration (where the managers of stores were salaried people with no direct share in the operation). The incentive was to make every representative a majority partner in his particular operation so that, as owners, they would strive to increase sales and profits. In the 1980s, the little 400-square-feet stores developed a turnover more than twice as large as those of competing companies. Specialization and standardization are the main instruments that allow high productivity. The Benettons found a happy mixture of personal incentives: outright ownership by each unit and overriding control of operations and a quality/product mix to conduct market penetration at low risk with high profitability. The family entered into other business ventures assisted by loans from financial institutions. They eventually purchased the large well-known shoe manufacturer, Varese. In time, they allowed larger store units, depending on the sales as calculated pieces per square foot. The 1980s saw a decline in the number of shops in the United States, but expansion into other global markets. Benetton increased the number of stores in the Far East and boasted 50 stores in China alone. By 1996 Benettons presence was felt in over 100 countries, with 7,000 sales outlets for their main brands of United Colors of Benetton, Sisley, and 012. The sales network included 80 branches and 800 staff responsible for independent stores in specific geographic areas. In 1996 the largest store opened for business in London, England. The Benetton magazine, Colors, was introduced, using multicultural messages the company had featured in its ad campaigns of the 1980s. In addition to their clothing lines, Benetton diversified into a variety of other enterprises through Edizione Holding. Acquisitions included Rollerblade, Prince tennis rackets, Nordica ski boots, Kastle skis, and Asolo hiking boots. Benetton, along with partners, also acquired Euromercato, Italys leading superstore chain and interests in GS-Autogrill markets and restaurants. Other product lines included watches, stationery, cosmetics, linens, eyewear, books, the Twingo Benetton car (in collaboration with Renault), and a line of pagers through an agreement with Motorola. By 1995 Benetton sponsored sports teams in volleyball, basketball, and rugby. Benetton team Formula One World championships include the 1994 and 1995 World Drivers championship and the World Car Makers championships. In the 1990s Benetton came under criticism for its use of controversial images in its advertising campaigns, including those depicting war, AIDS, racism, violence, and homelessness. While Benetton was pressured into removing offensive ads from billboards, the same ads were critically praised for their sociopolitical statements. A number of lawsuits were filed against Benetton by shopowners who claimed that the ads had caused a drop in sales, but these charges were difficult to prove. A downturn in the European economy impacted sales during this period. The images used in the ad campaign have been included in museum collections around the world and continue to spark debate. Benetton, independently and in conjunction with other groups and organizations, contributed to many initiatives aimed at social problems. Examples include a 1995 campaign aimed at generating AIDS awareness in India. Support for War Child, a charity that helps children in war zones around the world, has also been praised. Autographed Toscani posters were offered to visitors at a clothes show event in exchange for donations to War Child. The Food and Agricultural Organization (FAO) of the United Nations invited Benetton to create a communications campaign for the first world food summit held in Rome. Benettons use of information technology facilitates the management of the global business from Ponzano Veneto. Students from around the world study at Fabrica, Benettons arts and communications research center near Treviso, learning communications in all its forms and using the new technologies that will take them, and Benetton, forward into the future. Further Reading Additional information on the Benetton family can be found at their official Web site, ; in Business Month (February 1989); Business Week (March 5, 1990; April 10, 1995); Los Angeles Times (January 23, 1994; April 21, 1996); New York Times (November 23, 1993; March 20, 1997); Washington Post (January 21; August 29, 1995); and in Italian language references: P. Calvani, Perche tutti copiano il modello Benetton Espansione (1986); Giuseppe Nardin, La Benetton (1987); E. Rullani and A. Zanfei, Benetton: invenzione e consolidamento di un sistema internazionale, Bolletino Ospri (1984); G. Turani, Benetton sbarcheraa Milano e Wall Street, La Repubblica (December 15-16, 1985). Sponsored Links Musto Nautica on-line Cerate, accessori, maglie, HPX Spediti con 9 euro, garantito! www. ilmarinaio. com/Musto Benetton Find Solutions for your Business. Benetton, Info. Registration! www. KnowledgeStorm. com Modern Design Dictionary: Benetton (established 1966) By the early 21st century the Italian multinational company Benetton had become one of the largest retailers in the world with outlets in more than 120 countries. The company markets four different brand identities: United Colours of Benetton casual wear for the family; Sisley for older consumers; 012 baby and toddler clothing; and Playlife sportswear. Within a dozen years of its establishment this clothing manufacturing company, founded near Venice by Luciano Benetton, commenced its programme of international expansion. This was helped by the standardization of the companys retail outlets, which were designed in such a way as to show off Benetton products in an alluring manner. Benetton was quick to utilize computing systems in the automation of its operating processes, both in the manufacture of clothing and in the monitoring of stocks and sales. As such, the company was an early exponent of the Just in Time production and distribution system, a philosophy that a number of progressive manufacturer-retailers adopted in the late 20th century. In northern Italy in the early 1990s Benetton built two new factories that utilized advanced computing technology in the linking of production controls with an efficient ordering and distribution system. Benetton became widely known for its dramatic, and often controversial, advertising campaigns directed by the fashion photographer Oliviero Toscani. These centred on themes such as ‘All the Colours of the World’ (1984), ‘United Colours of Benetton’ (1990), and ‘HIV Positive’ (1992). The company also captured tremendous publicity through its involvement in Formula 1 motor racing, televised throughout the world. Sponsored Links Il Tuo Bazar on Line Acquista in sicurezza da casa tua con un semplice gesto! www. mercatissimostock. com Bedava Video Benetton Milyonlarca Videoyu Izleyin ve Paylas? n! 4dh. com/Video Modern Fashion Encyclopedia: Benetton Spa (Italian sportswear firm) Founded: by Giuliana (1938- ), Luciano (1935- ), Gilberto (1941- ), and Carlo (1943- ) Benetton, in Treviso, in 1965 as Maglificio di Ponzano Veneto dei Fratelli Benetton. Company History: First Benetton outlet opened in Belluno, Italy, 1968; first shop outside Italy, in Paris, 1969; launched major European expansion campaign, from 1978; first U. S. store, New York, 1979; first Eastern European shop, Prague, 1985; went public in Milan, 1986; formed Benetton Sportsystem SpA, 1989; opened huge stores in Paris, London, Barcelona, Lisbon, Frankfurt, Vienna, Prague, and Sarajevo, 1994; opened 50 shops in China and factory in Egypt, 1995; opened London megastore and New York flagship, 1996; bought sports group from parent company, 1997; formed Benetton USA with Sears, 1998; introduced Playlife stores, 1998-99; dumped by Sears, 2000; concentrated expansion in U. S. , 2001. Company Address: Via Chiesa Ponzano 24, 31050 Ponzano Veneto, Treviso, Italy. Company Website:www. benetton. com. In recent years the Benetton Group of Italy has become better known for controversial advertising campaigns than for the brightly-colored knitted sweaters with which the company was founded in 1965. As part of a well defined global strategy to make the Benetton name as well known as McDonalds or Coca-Cola, the sibling members of the Benetton family- Gi uliana, Luciano, Gilberto, and Carlo Benetton- created a multibillion-lire business with an ever growing cadre of shops in 120 countries worldwide. The company is a leading producer and retailer of casual apparel and sports-related goods, as well as licensed accessories such as cosmetics, toys, swimwear, eyeglasses, watches, stationery, underwear, shoes, and household items. Benetton collections are aimed at young people and children, but over the years have been adopted by consumers of all ages. United Colors of Benetton attempts to transcend gender, social class, and nationality by manufacturing knitwear that exemplifies a philosophy of life. This was explicitly reflected in longtime creative director Oliviero Toscanis 1983 advertising campaign Benetton- All the Colors of the World. The campaign depicted groups of children representing all walks of life wearing colorful Benetton garments. Subsequent campaigns commented on political and social issues including religion, sex, terrorism, race, AIDS, and capital punishment, without depicting actual Benetton garments. A number of controversial campaigns were banned by advertising authorities, fueling unprecedented media coverage. Similar in attitude to the California-based Esprit company, Benetton epitomizes the values of a generation of young, socially aware consumers. Garments are designed to be fun, casual with an easy-to-wear cut. Inspiration is often drawn from past sentiments but produced with a contemporary twist, like 1950s ski fashions in high-tech synthetic ice-pastel fabrics, 1960s tailored suits in herringbone, 1970s disco garments with sequins and leather combined. Other collections have been based on themes such as the Nordic for little girls, designed in new fabrics like fleece, and Riding Star, drawn from the world of horseback riding. In keeping with the companys cosmopolitan attitude, collections have also been drawn from Benetton family travels. In the beginning, Benetton sweaters were hand-knit by Giuliana in bright colors which distinguished them from existing English-made wool sweaters. The first collection consisted of 18 pieces, the most popular item being a violet pullover made from cashmere, wool, and angora. Todays apparel, of course, is produced on a much grander scale, using high-tech manufacturing and innovative marketing strategies. Benetton is certainly one of the most progressive clothing manufacturers in the world; yet its rapid rise has not come without a price. Profits fell off sharply after a lower-price initiative backfired in 1994; the European recession forced the closure of nearly 600 stores; its cosmetics division produced dismal results; then came family squabbles, and court battles with a group of German retailers who refused to pay for merchandise after another of Benettons controversial ad campaigns (eventually resolved in Benettons favor). By 1995 a seemingly wiser Benetton had toned down its often offensive ads, belatedly realizing the shockwaves cost the firm time and money in having to defend its position. Instead, the firm concentrated on making money and much of it came from the expansion of sister firm, Benetton Sportsystem SpA, which unabashedly pursued its intention of becoming the worlds largest sports equipment and accessory company. While Sportsystem was busy acquiring Rollerblade, Nordica, Langert, Prince, and others, Benetton was fielding major losses in the U. S. market. By the end of the century, Benetton had opened a factory in Egypt and built megastores in London, New York, San Francisco, Moscow, Riyadh, Berlin, Hong Kong, and elsewhere. In a slick move, Benetton purchased a majorty stake in its sibling, Sportsystem, effectively segueing into the sporting goods and activewear industry, then introduced and stocked a chain of sporty stores called Playlife. To bolster its U. S. presence, the firm formed a joint venture with Sears (Benetton USA) and saw that alliance collapse after another provocative ad campaign (We, on Death Row) enraged everyone from consumers to politicians in 2000. Benetton had finally gone too far with its shockvertising- not only did it lose the lucrative contract with Sears and part ways with creative director Toscani after 18 years, but was forced to issue a formal apology to the families of those murdered by its poster-boy Death Row inmates. Ironically, a newer, gentler Benetton arose in 2001, surprising everyone with its low-key ads similar to those made popular by Gap. Generally panned, Benetton, as usual, ignored its critics and set about doing what it did best- selling Benetton. With new stores planned for a multitude of high profile cities in the U. S. , Carlo Tunioli, executive vice president for Benetton USA, promised a bit of the old-style advertising in the near future. Benetton will always be loyal to its brand DNA, which means social statement, Tunioli explained to Womens Wear Daily (20 March 2001). Benetton will keep working in that direction, but much will be focused on product. It may be controversial, but were not going to be controversial in the way you used to see Benetton. Time will tell if that holds true. Publications On Benetton: Books Baker, Caroline, Benetton Colour Style File, London, 1987. Belussi, Fiorenza, Benetton: Information Technology in Production Distribution, Brighton, 1987. Aragno, Bonizza Giordani, Moda Italia: Creativity and Technology in the Italian Fashion System, Milan, 1988. Mantle, Jonathan, Benetton- The Family, the Business, and the Brand, New York, 1999. Articles Bentley, Logan, The Tightknit Benetton, in People, 15 October 1984. Lee, Andrea, Being Everywhere: Luciano Benetton, in the Ne wYorker, 10 November 1986. Coleman, Alix, A Colourful Career, in the Sunday Express Magazine (London), 20 September 1987. Fierman, Jaclyn, Dominating an Economy, Family-Style: The Italians, in Fortune, 12 October 1987. Finnerty, Anne, The Internationalisation of Benetton, in Textile Outlook International (London), November 1987. Alessandro Benetton, in Interview, April 1988. Fuhrman, Peter, Benetton Learns to Darn, in Forbes, 3 October 1988. Griggs, Barbara, The Benetton Fratelli, in Vogue (London), October 1988. Tornier, Francois, Les 25 ans de Benetton, in Elle (Paris), 1 October 1990. Baker, Lindsay, Taking Advertising to Its Limits, in The Guardian (London), 22 July 1991. Kanner, Bernice, Shock Value, in New York, 24 September 1992. Waxman, Sharon, The True Colors of Luciano Benetton, in theWashington Post, 17 February 1993. Rossant, John, The Faded Colors of Benetton, in Business Week, 10April 1995. Forden, Sara Gay, Luciano Benetton Sees a Rosy Future Despite Cloudy Days, in W omens Wear Daily, 20 April 1995. Levine, Joshua, Even When You Fail, You Learn a Lot, in Forbes, 11 March 1996. Rossant, John, A Cozy Deal at Benetton, in Business Week, 28 July 1997. Edelson, Sharon, Benettons U. N. Mission, in Womens Wear Daily, 3 April 1998. Sansoni, Silvia, The Odd Couple, in Forbes, 19 October 1998. Seckler, Valerie, Benettons Global Game Plan, in Womens Wear Daily, 1 July 1999. Garfield, Bob, The Colors of Exploitation: Benetton on Death Row, in Advertising Age, 10 January 2000. Sears Drops Benetton, in Womens Wear Daily, 17 February 2000. Gallagher, Leigh, About Face, in Forbes, 19 March 2001. Moin, David, Megastore Buildup: Benettons Game Plan for U. S. Recovery, in Womens Wear Daily, 20 March 2001. TealTriggs SydonieBenet Sponsored Links Benetton Fragrances Top brands at cheap prices Fast delivery of genuine products www. CheapSmells. com/Benetton Mujeres sexy en el chat Iniciar ahora gratis ? No necesitas registrarte! www. sms-contactos. es Wikipedia: Benetton Group Benetton Group TypePublic (NYSE: BNG) FoundedTreviso, Italy (1965) HeadquartersVilla Minelli, Ponzano Key peopleLuciano Benetton, Chairman Giuliana Benetton, Director Gilberto Benetton, Director Carlo Ben etton, Deputy Chairman Industry Clothing Products Complete list of Benetton brands Revenue â‚ ¬1,8 billion (2005) Employees 7,987 (2005) Website www. benettongroup. com Benetton Group S. p. A. (NYSE: BNG) is a global clothing brand, based in Treviso, Italy. The name comes from four members of the Benetton family who founded the company in 1965. Benetton Group is listed on the Borsa Italiana, the Frankfurt Stock Exchange and the New York Stock Exchange. The career began in 1955 when Luciano Benetton, the eldest of four children, was only 20 years old and working as a salesman in Treviso. He saw sales for colourful clothes. He sold a younger brothers bicycle in order to buy the first second-hand knitting machine, and began to market a small collection of sweaters to local stores in the area of Veneto. The positive reaction to his designs was only the beginning of a solid start. Soon after, he asked his sister and his two younger brothers, Giberto and Carlo, to join him. In 1968, the Benettons opened their first store in Belluno and the year after in Paris, with Luciano as chairman, his brother Giberto in charge of administration, their younger brother Carlo running production, and Giuliana as a chief designer. Its core business is clothing with the casual line marketed as the United Colors of Benetton, a fashion-oriented Sisley division, Playlife leisurewear, and Killer Loop streetwear brands. Their products include womenswear, menswear, childrenswear and underwear and they have recently expanded into toiletries, perfumes, exclusive watches and items for the home such as kitchen accessories and baby products. The United Colors publicity campaign originated when photographer Oliviero Toscani was given carte blanche by the Benetton management. Under Toscanis direction ads were created that contained images unrelated to any actual products being sold by the company; a deathbed scene of a man (AIDS activist David Kirby) dying from AIDS, a bloodied, unwashed newborn baby with umbilical cord still attached, two horses mating, close-up pictures of tattoos reading HIV Positive on the bodies of men and women, a collage consisting of genitals of persons of various races, a priest and nun about to engage in a romantic kiss, and pictures of inmates on death row. The companys logo served as the only text accompanying the images in most of these advertisements. Criticisms Benetton has faced criticism from Mapuche organizations, including Mapuche International Link, over its purchase of traditional Mapuche lands in southern Argentina. [1] Benetton aroused suspicion when they considered using RFID tracking chips on clothes to monitor inventory. A boycott site alleges the tracking chips can be read from a distance and used to monitor the people wearing them. [2] Issues of consumer privacy were raised and the plan was shelved. PETA launched a boycott campaign against Benetton for buying wool from farmers who practiced mulesing. Benetton has since agreed to buy nonmulesed wool and has further urged the wool industry to adopt the PETA and Australian Wool Growers Association agreement to end mulesing. [3] Most Benetton locations in Canada and in the United States do not stock any of their mens collection or will carry only a small fraction of the col lection. Unlike comparable clothing retailers such as Gap, Banana Republic, J. Crew, Abercrombie Fitch and Eddie Bauer, Benettons does not list prices for their merchandise on their official websites. See also Benetton family Benetton Formula Benetton Basket basketball club Benetton Rugby Sisley Treviso volleyball team External links United Colors of Benetton FABRICA (Benettons center for design research) regimbald. ca/Benetton/index. html oot. it 21investimenti. t Benetton vs. Mapuche: land recovery in Patagonia Benetton brands= Sisley Playlife Killer Loop Undercolors This entry is from Wikipedia, the leading user-contributed encyclopedia. It may not have been reviewed by professional editors (see full disclaimer) Donate to Wikimedia Sponsored Links Free PowerPoint Templates 300 Ready for You to Download Now, Make Your Presentations Look Great! PowerBacks. com publicite benetton Medias Publicite : lActualite Audiovisuel Cinema sur Le Figaro

What is the Gilgamesh Epic or Stories and how does it compare with the Research Paper

What is the Gilgamesh Epic or Stories and how does it compare with the Biblical account of the flood - Research Paper Example The epic story has been of great interest to Christians since it has a lot of comparison with the biblical story of Noah. In connection to this, the main of this paper is to compare the Gilgamesh epic story with the biblical account of the flood. The author of the poem talks about a relationship between Gilgamesh and Enkidu. Enkidu was a king but he was very self-centred while Gilgamesh was a bully (Meyers 4). Therefore, when the two became friends, they kept checking on one another. The relationship, Gilgamesh had with the king, made the citizens of the country to like him very much. In connection to this, when the king passed, he was appointed to become the king. Although, the relationship Noah had with God was a little different from the relationship Gilgamesh had with Enkidu but still some comparison can be drawn. For example, God was annoyed by the way, mankind was sinning (Epic of Gilgamesh 7). Therefore, he wanted to destroy the whole earth, but because He loved Noah very much, He decided to spare the earth. It is this for Noah that is why God decided to give mankind a second chance. So, He instructed Noah to construct a big arch. The purpose of the arch was to house animals of different kinds both male and female, so that during the destruction of the world they can be spared. After becoming the king Gilgamesh started competing with God, he decided to look for ways of becoming immortal. It is this completion with the gods that annoyed them. According to the author, the gods were so angry with king that they wanted to destroy the whole world. However, because there was some other people in the town who were righteous, the gods decided to give them another chance (Kelly 7). Therefore, the gods instructed one of the servant, who according to them was righteous to build a big arch (Epic of Gilgamesh 8). Then he was strictly instructed to choose only those people who were living according to the lands of the law, and take them to the