Principles of Dimensional Modeling

Dimensional modeling is system of a logical design used by several data warehouse designers for their commercial OLAP products. DM is considered to be the single practicable technique for databases that are intended to support end-user queries in a data warehouse. It is quite dissimilar from entity-relation modeling. Though ER is very functional for the transaction capture and the data administration phases of creating a data warehouse, but it should be shunned for end-user delivery.This paper explains the dimensional modeling and how dimensional modeling technique varies/ contrasts with ER models. Dimensional Modeling technique is a preferred choice in data warehousing. Basically, it is a technique of logical design which presents the data in a standard, intuitive framework that allows for high-performance access. It is intrinsically dimensional, and it sticks on to a discipline that uses the relational model with some significant restrictions.In each DM, there is one table with a m ultiple key, called the fact table, and a set of smaller tables called dimension tables. Each dimension table consists of a single-part primary key that corresponds precisely to one of the components of the multipart key in the fact table. This characteristic of star-like structure is generally called a star join. Due to multipart primary key made up of two or more foreign keys in fact table, it always articulates a many-to-many relationship.The most valuable fact tables include one or more numerical measures that crop up for the permutation of keys that delineate each record. Dimension tables have explanatory textual information. Dimension attributes are used as the source of most of the interesting constraints in data warehouse queries, and they are virtually always the source of the row headers in the SQL answer set. Dimension Attributes are the various columns in a dimension table. In the Location dimension, the attributes can be Location Code, State, Country, Zip code.Normally the Dimension Attributes are used in report labels, and query constraints such as where ‘Country=US'. The dimension attributes also contain one or more hierarchical relationships. One has to decide the subjects before designing a data warehouse. In DM, a model of tables and relations is constituted with the purpose of optimizing decision support query performance in relational databases, relative to a measurement or set of measurements of the outcomes of the business process being modeled.Whereas, conventional E-R models are composed to eradicate redundancy in the data model, to facilitate retrieval of individual records having certain critical identifiers, and therefore, optimize On-line Transaction Processing (OLTP) performance. The grain of the fact table is usually a quantitative measurement of the outcome of the business process being analyzed in a DM. The dimension tables are generally composed of attributes measured on some discrete category scale that describe, qualify , locate, or constrain the fact table quantitative measurements.Ralph Kimball views that the data warehouse should always be modeled using a DM/star schema. Kimball has affirmed that though DM/star schemas have the better performance in comparison to E-R models, their use involves no loss of information, because any E-R model can be signified as a set of DM models without loss of information. In E-R models, normalization through addition of attributive and sub-type entities destroys the clean dimensional structure of star schemas and creates snowflakes, which, in general, slows down browsing performance.But in star schemas, browsing performance is protected by restricting the formal model to associative and fundamental entities, unless certain special conditions exist. The dimensional model has a numerous important data warehouse advantages which the ER model is deficient in. The dimensional model is an expected, standard outline. The wild variability of the structure of ER models m eans that each data warehouse needs custom, handwritten and tuned SQL. It also means that each schema, once it is tuned, is very vulnerable to changes in the user's querying habits, because such schemas are asymmetrical.By contrast, in a dimensional model all dimensions serve as equal entry points to the fact table. Changes in users' querying habits don't change the structure of the SQL or the standard ways of measuring and controlling performance (Ramon Barquin and Herb Edelstein, 1996). It can be concluded that dimensional modeling is the only feasible technique for designing end-user delivery databases. ER modeling beats end-user delivery and should not be used for this intention. ER modeling form the micro relationships among data elements thus it is not a proper business model (Ramon Barquin and Herb Edelstein, 1996).

P1 M1 D1

| Type of |Example |Description |Purpose | |information | | | | |Verbal |Telephone, Face to face |Telephones are used to conduct live conversations with another |Telephones are used in Lambeth Academy for teachers to | | |meetings |individual. |contact each other and to call parents when necessary. | | |Face to face meetings are where two individuals have a |Face to face can be used to give students feedback for | | | |conversation where they can both see each other face to face. |their work. | |Written |Letters, Reports |A Letter is a written form of communication which is read by an |Lambeth Academy use letters in order to inform parents | | | |individual which is presented on paper. |of any information that is vital for them to see. | | |A report is a written form of communication that is which is |Reports are used by Lambeth Academy to inform parents | | | |made with the intention of based on recent events. |about their child’s current progress in school. | |On-screen |TV Commercials, Plasma screens |A TV Commercial is a way of portraying a message to potential |Lambeth Academy don’t use TV commercials as they aren’t| | |for digital display |customers in order to gain awareness. a large organisation that needs to attain awareness | | | |In a firm, plasma screens can be very useful as they can portray|from the public. This form of communication isn’t | | | |messages for employees as they walk passed. This enables to keep|necessary as Lambeth Academy doesn’t need to compete | | | |up to date on current notices. |with a rival. | | | |Plasma screens are useful to Lambeth academy as they | | | | |use them in order to deliver important messages and | | | | |achievements for students. This can motive them to work| | | | |harder. |Multimedia |Web Conferencing, Internet |Web conferencing is used to conduct live meetings through the |Web conferencing isn’t a means of communicating | | | |internet. This is a very useful way of communicating with |information in Lambeth Academy as we don’t have the | | | |someone if they’re not in the same region as you. Web |technology in order to do so. | | |conferencing involves using sound vision through a webcam and |The internet can be very useful in a class room. For | | | |microphones. |example in Lambeth Academy, teachers may use the | | | |The Internet is a worldwide system of computer networks that can|internet to present information to students in the form| | | |be used to attain information. |of text from a website or a video off YouTube. | | | | | |Web-based |Email, Instant messaging |Emails are electronic mail. They’re sent through the internet to|Lambeth Academy use emails to contact other colleagues. | | | |reach other respondents. Emails can be sent to a large amount of|This is done in order to keep teachers up to date on | | | |people at one time.This makes it easier on the sender if the |current issues that are formulating around the school. | | | |individual needs to send the same information to a number of |Lambeth Academy doesn’t have any need to use instant | | | |people. |messaging as it may distract employees and students | | | |Instant messaging is a web based form of communication that is |from doing their work. | | |used to share information instantly through the web. People are | | | | |able to communicate via the through the internet if two | | | | |recipients have the same software as each other such as MSN or | | | | |Facebook. | P1 M1 Verbal Communication: In terms of giving students feedback from within a classroom, face to face communication is the most efficient way of doing so. There are a number of reasons for this. If a student and teacher were to have a face to face discussion, the student would be able to grasp more information compared to if the teacher was to write down all of the information instead. Face to face enables the student to ask questions if he or she is confused about anything work related.Whereas if the information was written down it may lead to confusion of the student which will then lead to incorrect answers. From the reasons that I’ve stated, face to face communication is a more reliable and relevant way of communicating Other than in the classroom, face to face communication is used throughout various scenarios. In parent evenings verbal communication enables the teacher and students to have an in depth discussion about the students’ progress so far in school. Any queries or concerns can be brought up by using verbal ommunication. Whereas if the conversion was delivered through a telephone, the parent wouldn’t be able to understand and see the teachers hand gestures or facial expressions. These factors contribute to the overall outcome of the conversation. Written Communication: When sending confidential data to students, a letter is the most effective way. Due to the contents of certain documents, only specific people are necessary to view them. If the documents are sent by mail it can reach specific people without anyone else seeing them.Whilst on the other hand if the school were to fax the information to the student’s home, it enables anyone that picks up the paper from the fax machine to be able to see it. Another addition to written communication is the fact that hand held documents enables the user to constantly look over it as much time as needed as it’s recorded and can be referenced at any time. This is one of the key features of written communication. If the information was verbally communicated to the individual, it could lead to some information to being misheard or forgotten and could have been vital to the discussion.On screen communication: On screen communication has many advantages. Through using plasma screens throughout Lambeth Academy, it enables large audiences to view the information at once. Plasma screens are placed on the ground, 1st and 2nd floor of the school. Due to the variety of students and teachers that continuously walk passed them, it reaches a large number of people. When we compare plasma screens to emails, in this situation plasma screens may be a more liable source of communication. The reason for this is because the information displayed on the plasma screens are more general and implies to most of the people in the school.If the information was sent through email, people may discard it as junk causing them to ignore it overall. Multimedia communication: This type of communication is used to convey information through using sound and video. In a classroom multimedia communication is a good way of engaging the class. By using YouTube in an educational manner, it’s possible to gain the attention of all students. Whilst written communication is a good way of conveying information, students may get bored causing them to get side tracked which will lead to a loss in attention. This will cause the aims and objecti ves to be lost.Web Based communication: This type of communication is used in order to communicate messages over the web. This can be done in the form of emails. Lambeth Academy use emails in order to communicate with other teachers and colleagues around the school. Through using emails an individual can send a mass amount of information to a wide range of people in an instant. D1 In this assignment I’ll be talking about Coke and the strategic decisions that they’ve made in order to retain and attract new customers. In 1982 Coke decided to break into a new market by introducing a lighter version of the original Coke.The name of this product was Diet Coke and would be aimed at people that were health conscious, but at the same time, still enjoyed the taste of Coca Cola. This was done to explore and fill a gap in the market which increased both market share and revenue. During the years that Diet Coke was in production, the company realised that Diet Coke was only attrac ting female customers. This was a huge error in Diet Coke, so the company made the decision of creating a new product that attained the needs of male health conscious customers.Coke Zero was produced in order to fill this gap. Therefore with all the above information in mind, this issue encouraged Coke to come up with some strategic planning, hence them entering a new market with a product that is aimed specifically at men that were interested in sport or who lead healthy lifestyles. Coke managed to attain data by acquiring comprehensive market research. Before Coke Zero was put on the production line, data needed to be gathered. During their market research, Coke decided to ask males whether they buy Diet Coke, the answer to this question was no.There are various reasons why this could have occurred. First of all, the name. The name ‘Diet Coke’ doesn’t appeal to men as it gives off a feminine impression. Also the way that the product is packaged and advertised. Diet Coke uses various techniques to target women. One way in which they do this is through using young male models (usually half naked) cleaning windows or doing some kind of masculine activity, such as maintenance. This attracts the attention of female customers and draws them in to buy the product.In order to make this product a success, Coke had to maintain data on whether or not they was any demand for Coke Zero on the market as there was already a similar product which was produced by their main competitor, Pepsi (Max). Thorough research was done on Pepsi Max in terms of their sales and their male attraction. This was done due to the two products aiming a similar product towards the same audience. After all the research had been done towards the needs of Coke Zero, a meeting would be needed between the people at the top of the hierarchy of Coke.Looking at all the data that had been gathered by Coke’s research team, it was decided that there was enough room in the market for Coke’s new product to be released. After the idea of Coke Zero had been established, it then had to be run through the finance department in order to assess whether or not it would be efficient to release this product during this economic climate, at this time period. After the decision to release Coke Zero had been established, Coke had to think of an effective marketing technique which would draw in sales for the product.This was done through specialising their Coke Zero advertisements to appeal to men. This can be seen through their commercials, where they keep their male audience’s attention by adding explosions and adrenaline pumped sport activities. All the information that Coke gathered has been productively used in order to make Coke Zero the best it can be. This was done through using thorough research based on areas which aided the production of Coke Zero in terms of potential sales and demand. [pic]

Diesel Campaign

In today’s society there is a strong emphasis on prudent, well thought out, decision making. It is often against social norms to act on impulse. Society also affects the way one thinks, making each person self-conscious and self-aware of his surroundings. This helps him become more wary of his actions, disallowing (for the most part) uninhibited actions and reactions. However, Diesel, a clothing company, indulges the average day citizen to â€Å"Be stupid. According to Diesel’s manifesto, which can be accessed through YouTube, this campaign suggests the stupidity of being â€Å"smart,† and emphasizes the need to be â€Å"stupid† (â€Å"The Official Be Stupid Philosophy†). Through the use of vibrant colors and fonts and the provocative and chauvinistic nature of the ad, Diesel is truly able to convey its sense of stupidity. Diesel has many advertisements that are under the â€Å"Be Stupid† campaign. They all use the power of shock to capture the audience’s attention. What could be bolder than encouraging stupidity?What the audience will notice first is the vibrant colors. The message is written in a neon yellow that easily captures attention. The border matches the message and it immediately grabs the audience’s attention. The blanket on which the girl is lying is multicolored and eye-popping. The vibrant colors will allow the reader to stop in the middle of the magazine to look at the ad for a moment. What’s more interesting is the message that is in bold in the left hand corner. It reads, â€Å"You’ll spend more time with your boss. This is written in all bold and all capitals. The physical appearance of the message is already attention-grabbing enough, but if that wasn’t enough, the message itself is crazy. It’s crazy in the sense that it goes against all of society’s conventions. Having any type of relationship with a coworker, let alone a boss, is usually frowned up on in most offices. A â€Å"wise† thinker would know not to venture into that area, but one who goes with what he is feeling, uninhibited, would not have a problem â€Å"spending more time† with a boss.By making a controversial statement, Diesel is able to appeal to the audience, especially to the younger generation. However, this controversial statement promotes promiscuity and unintelligent responses to everyday situations. Not only is the tone of the quote provocative, but the photograph itself is also quite suggestive. It shows a topless woman lying in bed with a topless man. The woman is looking straight at the audience, with a grin shamelessly tacked onto her face. A blanket covers the man’s face, and it seems as if he is not even awake yet.His arm also rests on top of the woman’s body. It is implied that the two have slept together. It is also implied that in this case, the man is the boss, while the woman is the one who is â€Å"[being] stupid. à ¢â‚¬  In the photograph, it seems as if the woman is in control of the situation, since she is awake with the smile on her face, looking directly at the camera. In fact, she is portrayed as the one taking advantage of the male, when it is usually the opposite in society. Though this may seem empowering, it holds women in a negative light.Not only is the female not the boss, she is the one using the male in order to â€Å"be stupid. † This is degrading to women, even though it may not initially seem like it. The advertisement seems to be saying that girls should â€Å"be stupid,† and that intelligence is unimportant. It promotes girls acting foolishly and doing irrational things like sleeping with a boss. Is this what Diesel wants the future of the younger female population to be? If so, it is quite chauvinistic and deprecating to the many advancements females have made throughout history.This picture juxtaposed with the slogan encourages women to be licentious and to disregard ethics. The â€Å"Be Stupid† campaign has much potential in carrying a positive meaning. It encourages people to occasionally step out of their realms of comfort, and to be a little bit bold and daring every now and then. This can be a positive message because without taking risks, people will not be able to succeed. It is not always good to be uninhibited, however; there are certain limitations as to how impulsive one can be.The issue is that Diesel’s campaign puts no boundaries as to how â€Å"stupid† one can and should be and just suggests people to act as savages. â€Å"Be Stupid† also suffers due to the poor word choice, along with the risque advertisements; it only appeals to the immature and undeveloped, and manipulates their malleable minds into believing that â€Å"spending more time with your boss† and being â€Å"stupid† is acceptable. Diesel should stop being â€Å"stupid† and be more conscious of the message the y send.

Market Model Patterns of Change Instructions Essay

Market Model Patterns of Change Instructions - Essay Example Market Model Patterns of Change Instructions The production of petroleum by the industry especially, in USA has introduced a large distributor to the total petroleum in the global economy. Meanwhile, it is a non-renewable energy substance that can be extracted from the world after a certain period and converted into usable fuel. Therefore, the price of the petroleum is obtained by the demand –supply mechanism around the world economy, and slight shortage of petroleum can affect its demand and supply of other possible industries in the market. According to Galbraith (2001), when the monopoly power is practiced by an industry at a moment in time, and the degree of monopoly fluctuates, the industry specific product price will also change. In case, the pattern of change through time can be the indicator of comparison and disparity in economic performance in the petroleum industry. The petroleum was an example of monopolies to be affected in anti-trust action by the US government, and resulted into development of smaller comp anies. The industry expanded by increasing sales and undertaking major acquisitions, and after buying competitive industries in the market, the industries shut down those believed to be inefficient and kept the most powerful. The industry has involved in the discriminatory practices in order to have monopoly power over pipe lines. It also applied unfair practices of cutting local prices at the point where the competitors were severely affected. Technological changes bring the pattern changes in the firm because it is much simple to outsource both service and manufacturing to distributors in other countries. The increased competition promotes the pressure of industry to attain lower units’ costs as a means of maintaining market share. Finally, the nature of the industry trade patterns has undergone importance changes in order to have permission to issue licenses and permits in distributive trade market. Short-Run and Long-Run Behaviors of Monopoly An industry with monopoly mar ket model is considered to have price setting power, and it will strive to earn high levels of profit (Galbraith, 2001). However, the industry is limited by the position of its demand curve that means monopoly cannot set price that clients cannot afford. Petroleum Industry is the sole supplier in an industry, and it takes market demand curve as its own demand curve. Therefore, it faces a downward sloping average revenues (AR) curve with a marginal revenue (MR) curve twice the gradient of AR (McEachern, 2011). In the monopoly, there is optimum firm determined by long run profit maximization in relation to the market. According to McEachern (2011) the short run average total cost curve is tangent to the horizontal, and long run average cost curve is always at its minimum point. In the short run, if the demand for the petroleum products is high, the industry will increase the price and the quantity of the products. The industry can achieve this by increasing output by employing more la bor and raw materials, but cannot change the fixed plant. According to McEachern (2011) the long run industry curve is horizontal because when demand increases, raising prices and profits for monopoly industry. As a result, there is an increase in supply prices, pushing prices back down to original in the level in the long run, so that the profits are zero. Therefore, the shifting demand and supply curves trace out a horizontal long run industry supply curve. Areas for the Industry That Could Lead To Transaction Costs There are various transaction costs that the petroleum

Principles of learning Essay Example | Topics and Well Written Essays - 1000 words

Principles of learning - Essay Example Before one successfully complete the course, he is given practical teaching lesson where he is supervised as he teaches a class at least four times. At the end of each practical teaching assessment is done, the student teacher is given feedback and areas that he needs to be improved are highlighted. One is allowed to go ahead and complete stage 3 at the institute of education after completing the stage 2. While studying stage 2 however, assessment is continuously done throughout the course to ensure that the students' performance is monitored. While studying principles of education, a teacher is able to understand his students and for this case, he is able to teach them in the best way possible to enhance their understanding. The teacher is also able to understand his students' abilities, potential and learning need for the sake of achieving their objectives of transferring knowledge to them. At the end of the course, the teacher should be in a position to apply various methods and techniques for learning, teaching, assessment and evaluation. For this case, the teacher will be in a better position to use his/her skill in his teaching profession for the sake of achieving the already laid down teaching objectives. ... s case, he is able to ensure that all the content that is required to be cover in a particular period of time is covered and the learning objectives are achieved at the end of a term or a course. The teacher is also able to apply his own innovative ways of teaching by use of information technology in order to facilitate him to achieve his teaching goals and objectives. He is able to brainstorm against various teaching methods that can be used in class in order to achieve his objective. These can be done by collecting various teaching techniques that he can use for teaching and this in turn help him to land on the best technique to use in the class. This ensures that his teaching objectives are achieved at the end of the course. After a teacher undergoes the stage 2 principle of learning, he is able to know his potential for the sake of developing it and eventually be able to achieve his teaching objectives. He reflects on his own experience and this enable him/her to be able to achieve his teaching objectives. Still at the end of the course, the teacher develops his own interpersonal and communication skills. This is achieved as a result of the teaching practical sessions that are compulsory for them to undergo before they complete the course. Due to this, the teachers are in a position of handling their duties in professional way with a lot of confidence. 2 During the course, the teacher are made aware of their professional roles as teachers and this enable them to handle students in the recommended ways according to the laid down rules and regulations. The teachers are taught on how to handle students so that they achieve their teaching objectives. They are taught on how they are able to prepare for their lessons in a professional ways so that when they are in

The Telephone Technology Essay Example | Topics and Well Written Essays - 2250 words

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Report - Essay Example Part 3 includes a discussion on reflective practices, learning, learning styles and models of learning along with a discussion on reflective writing. The report is concluded by summarizing the overall insights from the write up. Motivation is a well-known and well defined theoretical construct that finds wide application in learning. It is a major construct that is used to define human behaviour. This involves both the internal as well as external factors that stimulate energy and desire among individuals or groups of people to be interested in any subject, role or job and remain committed and interested in the job, subject or role and also, to make suitable efforts to attain a particular goal. Motivation is considered to be a result of the interactions between the conscious and the unconscious factors within an individual. The factors that can create motivation are the expectations and personal objectives of a person of a group, the reward or incentive value of the objective and the intensity of the need or desire to attain the goal. These factors are the key deciders of motivation level within a person or a group because these are the basic reasons that a human being has for behaving in a particular manne r. An example may be that a student gives extra time to study a particular subject in which he/she wants to get a good grade. Motivation can be segregated into two major types. These are inherent motivation and extrinsic motivation. Inherent motivation is that type of motivation which is driven by any interest or delight of the person in the assignment itself. Inherent motivation exists within a person and does not depend on the external factors and the desire for recognitions and rewards. On the other hand, extrinsic motivation comes from the influence of the external factors like recognitions, rewards as well as negative factors like punishment and misbehaviour. The factor of competition is an important extrinsic motivator because

Sports Nutrition Project Essay Example | Topics and Well Written Essays - 750 words

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Banking and ICT's Essay Example | Topics and Well Written Essays - 2500 words

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Discovering Professional Resources Essay Example | Topics and Well Written Essays - 1250 words - 2

Discovering Professional Resources - Essay Example The current paper makes use of three different journal publications and uses the articles within them to study the perceptions and conclusions of various researchers on the specific issues pertaining to school administration. This will include the management of time and stress and the various methods of dealing with conflicts and the challenges of working in teams. In addition to discussing the points provided in the chosen journals with respect to each of these topics, the paper will also focus on ways to implement them in practice and express opinions on their positive and negative traits. The latest issue of the Education Administration Quarterly published in August 2009 contains publications discuss issues such as the need to foster leadership within school administration and the need to address the issues of conflict in Schools. The articles are mostly based on maing inferences through numerical and statistical interpretation and the journal is associated with the University of Utah, Salt Lake City, USA. The information is available as a paper publication in addition to being accessible in online research portals. Given the broad range of issues that the journal discussed in the bvarious issues pertaining to School administration, this is a resource which I would refer to frequently. as the name suggests, Education week is a weekly journal publication that adopts the approach more of a magazine. The latest edition pertains to the preceding week that ended August 15th, 2009. Education week can be considered as a semi-scholarly resource as it contains a whole lot of other content in addition to containing academic discussions on School Administration. Further, the magazine discusses a wide variety of other issues pertaining to Education in general. the magazine is available online through a web portal that can be reached at www.edweek.org. given its generalized

Group portfolio Research Paper Example | Topics and Well Written Essays - 500 words - 1

Group portfolio - Research Paper Example One of the core values that Haier has is the rights and wrongs sense in which the product users are always right while the company need to improve itself2. The value acts as a motivator, hence forming values for customers. Therefore, the firm’s employees work their best to meet the customer’s requirements in addition to generating a wide variety of choices that they can choose from. The workforce has a mind-set, whereby, they feel the need to persistently advance themselves, which they perceive to be the only way they can continually refuse, dare and outdo themselves to realize triumph through establishment of innovation out of change. The organization, in addition, has an adaptive culture that has led to its growth, whereby, it maintains its pace with the social growth as well as remains in case of any world changes. Its innovativeness as well as the entrepreneurship character enables the firm to uphold a competitive benefit in the ever-changing market. That is to say, the more radical the world changes the quicker the speed of customer’s variation, hence, the more lasting the inheritance turns out to be3. In addition, the organization has employed the concept of two spirits, innovation and entrepreneurship, which is considered to be the gene for the company’s consistent culture. The gene ensures that all members of the workforce maintain their value as well as aid them in their individual development. It is also mandated for every employee to have the entrepreneurship and innovation spirits. Entrepreneurship is considered to be the spirit of pioneering work in which the company persuades all employees to have it4. They are encouraged to transform from being supervised and instead become their own managers. On the other hand, innovation specializes on creation of new value, which is majorly generated from creation of new product users. Lastly, the interest theory of â€Å"win-win model

Effect of Electronic Media in Public Essay Example for Free

Effect of Electronic Media in Public Essay People’s life is becoming more convenient and colorful compared with the past years because of the growing popularity of electronic media, which are media that use electronics or electromechanical energy for the end-user (audience) to access the content. The user of electronic media, such as the internet, 3G mobile phone were increasing rapidly in China within the past years. In the year of 1987, Chinese people sent their first email to Germany in an institute located in Beijing. In 2000, the number of internet users was 225, 000, 00 and this figure reached to 513,000,000 by the end of December, 2011. Besides, Chinese mobile phone users have exceeded one billion by the end of 2011. Why these electronic media increase so fast? Because it is the age of information and technology today. Xiaoping Deng (1988) pointed out that Science and technology constitute the primary productive force. Electronic media devices have found their way into all parts of modern life. For example, a person who has something urgent to inform to his family, of course he would choose to use e-mail instead of writing letter, for its more convenient and fast and can be read at any time or anywhere by the receiver. The other electronic media, like telephone, telegraph, which are all quicker and safer than the traditional way to communicate. Besides, books and newspapers cost people a lot (money, time, etc.) since these traditional media published frequently and updated slower than the electronic media, such as the internet. The electronic media affect people’s life greatly because of their convenience and safety. It also provides people with a public platform to express the true thoughts from their inner world. However, we should know that there are always two sides to everything, and it is without exception for electronic media. Excessive using of electronic media may lead people to indulge in the virtual world. For instance, children are addicted to net games so the phenomenon of absenteeism in school appeared which is a rare  phenomenon in the past years. Moreover, since the early 1960s, research evidence has been showing that violence in television, movies, video games, cell phones, and on the Internet increases the risk of violent behavior. In conclusion, People should know how to use these advanced and modern media in a reasonable way, for these new electronic media could result in a serious of problem during their lifetime if they are used improperly by the people. References 1.The 29th China Internet Development Statistics Report(2012).{online].Available from: http://www.cnnic.cn/research/bgxz/tjbg/201201/t20120116_23668.html 2.Wikipedia.{online].Available from: http://en.wikipedia.org/wiki/Electronic_media 3.L. Rowell Huesmann. (2007). The Impact of Electronic Media Violence: Scientific Theory and Research.

Analysis Of Operation: Market Garden

Analysis Of Operation: Market Garden On September 17, 1944, the Allied forces commenced an enormous airborne attack code named Market Garden from southern England airfields.The operation landed over 34,600 men of which 20,011 landed by parachute, 14,589 by glider. Gliders dropped a further 1,736 vehicles and 263 artillery pieces. The operation, 1st Allied Airborne Corps paratroopers, mainly consisted of the first British Airborne Division, the US 82nd and 101st Airborne Divisions. The aim was to seize several strategic bridges over the Rhine River in the Netherlands and the 2nd British Army (led by General Dempsey), in particular, XXX Corps commanded by General Sir Brian Horrock to join the airborne units by ground. The intention was to create a by-pass or corridor to be used by the Allied armies to press forward and force the Wehrmacht out of Holland. The Allies army would then push further into Germany and attack Hitlers soldiers. For a nine-day period, the Allied forces engaged the remnants of a retreating Nazi army in and just about the towns of Eindhoven, Arnhem and Nijmegen, in Holland. The plan though backfired when Horrocks XXX Corps were not able to advance to support the airborne army and the Nazi in Arnhem decisively overpowered the paratroopers. The Allies eventually withdrew the remaining troops on September 26 after suffering about 17,000 casualties and having about 7,000 men captured. This paper analyses the Market Garden operations planning and capabilities and analyses the possible lessons that were learned and are to be learned for future military operations. Introduction Operation Market Garden, the largest airborne operation of its time  [1]  , was a joint military operation intended to end the World War II with a decisive strike in Holland and Germany. On 17 September 1944 thousands of paratroopers descended either using parachute or glider up to miles behind enemy lines. The tactical aim was to seize a succession bridges across the Meuse River and the Rhine (both the Waal and the lower Rhine) together with several canals and tributaries to enable swift movement by armored units. To Cross the Lower Rhine would enable the Allies to outflank the Siegfried Line and surround the Ruhr, Germanys industrial heart. The strategic idea was to enable the Allied forces to cross the Rhine River, the last major natural hurdle before advancing into Germany. If the operation were executed according to its plan, the Second World War II would have ended by the end of December 1944. The operation was a success in the initial stages with a good number of bridges between Eindhoven and Nijmegen being captured. Nonetheless, the advancement of the ground force was held up by the Wilhelmina Canal bridge demolition at Son hence delaying the seizure of the main road bridge over the Meuse seizure until 20 September. At Arnhem, the British First Airborne Division met a far stronger opposition than expected. In the subsequent combat, only a tiny force was able to hold one end of the Arnhem Bridge. After the failure by the ground force to help them, the Nazi overran them on 21 September. The reminder of the division that was ensnared west of the bridge in a small pocket had to be rescued 25 September. The Allies failed to go over the Rhine in adequate strength and the river continued being an obstacle to their advancement. This ended the operations hopes concluding the war in 1944. The operational level of the joint campaign Planning British General Montgomerys plan was to employ the use of four parachute divisions to grab hold of crucial bridges over various rivers in Holland. On achieving this, he would move armored ground forces up the road that connected the bridges. After going the Lower Rhine at Arnhem, Montgomery would then strengthen his forces and force into Germany, possibly concluding the war December. His senior, Major General Ike Eisenhower, agreed to the plan. He sought to defeat the Germans and these plans appeared to hold promise. The operation plan was for a joint attack by air and ground military forces along a constricted but extended battlefield so as to take control of strategic bridges at Son, Veghel, Grave, Nijmegen and, finally Arnhem. The assaults plan of action was made up of two operations. These were coded Market and Garden. Market, code name for parachute operations, was executed by the First Allied Airborne Army led by Lieutenant General Lewis H. Brereton and was to seize bridges and other terrain. These airborne attackers were under Lieutenant-General Frederick Browning led I Airborne Corps tactical command. Garden operations, code name for the ground operations, were carried out on the ground by the forces of the Second Army led by XXX Corps commanded by Lieutenant-General Brian Horrocks and were to move north  [2]  . Market From the six divisions of the First Allied Airborne Army, Market was to utilize four. Major General Maxwell D. Taylors, U.S. 101st Airborne Division was to drop in two locations. This was in order to seize the bridges at Son and Veghel (northwest of Eindhoven), situated north of XXX Corps. Brigadier General James M. Gavin was to lead The 82nd Airborne Division, as it dropped northeast of the first division to take control of the bridges at Grave and Nijmegen. The third division, comprising of the British First Airborne Division, commanded by Major-General Roy Urquhart and Polish 1st Independent Parachute Brigade led by Brigadier General StanisÅ‚aw Sosabowski would drop at the far north end of the route. This division was to capture the bridge at Arnhem (road) and the one at Oosterbeek (rail). The last Market division was the 52nd (Lowland) Infantry Division. It was to be flown to the seized Deelen Airfield on D+5. The First Allied Airborne Army had been formed on August 16 following the British requests for a harmonized command center for airborne operations. On June 20, General Eisenhower approved the idea. The Britons had wanted a British officer, and in particular Browning be chosen the commander. Browning was appointed and brought his full staff with him on the operation. Together with his staff he was to institute his field Headquarters. For the reason that majority of both the troops and the airplanes were American, a U.S. Army Air Forces officer, Brereton, was appointed by SHAEF. Though Brereton was inexperienced in airborne operations, he had broad experience in air force command and this, which gave him a practical understanding of the IX Troop Carrier Command operations. Landing over 34,600 men, Market would turn out to be the hugest airborne operation ever. Market landed 20,011 troops by parachute and a further 14,589 by glider. Gliders dropped 1,736 vehicles and 263 artillery pieces. A further 3,342 tons of ammunition and extra supplies were dropped using glider and parachute  [3]  . Under its operations control, the First Allied Airborne Army had the command of the 14 groups of IX Troop Carrier  [4]  , the 16 squadrons of 38 Group, a converted RAF bomber group, and 46 Group, a transport outfit  [5]  . This was in order to enable it deliver its 36 battalions of airborne infantry and their support troops to the continent. The Market had 321 converted RAF bombers and 1,438 C-47/Dakota transports. After Normandy, the Allied glider force had been revamped so as it boasted 2,160 CG-4A Waco gliders, 64 General Aircraft Hamilcars and 916 Airspeed Horsas by September 16. Since the U.S. could only avail just 2,060 glider pilots, none of its glid ers would have a co-pilot. Instead, each would carry an additional passenger  [6]  . The C-47s were to serve as both the paratrooper transports and the glider tugs. For this reason, coupled with the fact that IX Troop Carrier Command would carry the two British parachute brigades, market could only transport 60% of the ground forces in one lift. This limit led to the decision to split the troop lift program into consecutive days. Ninety percent of the transports on day one would drop troops on parachute, with an equal percentage delivering gliders on day two. Brereton threw out the idea of having two airlifts on day one. This, though, had been achieved during Operation Dragoon  [7]  . 17 September fell on a dark moon; days following this day had the new moon set ahead of dark. Since the Allied airborne policies forbid major operations in total absence of light, this operation would have to be undertaken in daylight  [8]  . The possibility of Luftwaffe interception was calculated minute due to the cruising air supremacy of Allied fighters. Nevertheless, concerns rose about the escalating figure of flak units in the Netherlands, particularly around Arnhem. With his understanding of tactical air operations, Brereton evaluated that flak repression would be adequate to allow the troop carriers operate devoid of excessive loss. The offensive in the South of France had showed that large-scale daytime airborne operations were practicable. Day operations were judged to have the capability of enabling a greater navigational precision and time-compressed by the resulting waves of aircraft. This would triple the number of troops possibly delivered per hour. It would also cut the time required to assemble units after landing on the drop zone by two-thirds  [9]  . IX Troop Carrier Commands aircrafts were tasked with towing gliders and dropping paratroopers tasks that could not be executed simultaneously. Even though every division commander called for two drops on day one, Breretons staff only planned only one lift. This decision was based on the need to get ready for the first drop by attacking German flak positions for half a day and a forecast, which proved incorrect, that the area would be having clear weather conditions for four days, hence permitting drops during those days  [10]  . The preparations were declared complete just after one week. (Sicily and Normandy airborne drops took months to plan and prepare) Gavin, the U.S. 82nd Airborne Division commander, was skeptical of the strategy. In his diary he noted, It looks very rough. If I get through this one I will be very lucky. He criticized Browning highly claiming that he lacked the standing, influence and judgment that is obtained only from a proper troop experience. He labeled his staff superficial and claimed that the British units fumble along and their tops lack the competence, which they never get down to learn the hard way  [11]  . Garden The garden was primarily made up of XXX Corps. It was at first led by the Guards Armored Division, and the 43rd Wessex division in reserve alongside the 50th Northumbrian Infantry Division. They were projected, on the first day, to arrive at the south end of the 101st Airborne Divisions area, the 82nds by the second day and by the forth day latest to be at the 1sts. The airborne divisions were scheduled to the link with XXX Corps in the Arnhem bridgehead breakout  [12]  . To have the airborne force fight for four days unsupported was not wise. Furthermore, the Allied paratroopers did not have sufficient anti-tank weapons. Allied intelligence pointed out that the enemy had sparingly manned the front. It appeared to the allied high command that the German resistance had receded before Operation Market Garden started. The German Fifteenth Army occupying the area seemed to be running away from the Canadians. Further, they were known not to have Panzer groups. In truth, the Germans were re-arming and strengthening in the area. Two panzer divisions were furthermore placed in the Arnhem area. The high command imagined that XXX Corps would face limited opposition on their way up Highway 69 and little armor. In the contrary German units, though weaker both in manpower and equipment still had several tanks and were forces to reckon with. Seventeen days to the D Day By September 1, General Ike Eisenhower, after assuming the ground forces personal command from Montgomery, was faced with three problems. The first was the emergence of contradictory strategies on how best to attack the Nazi forces. The second problem was the overstretched Allied logistics and the broken lines of communication because of the hasty advances. The Allies were experiencing low supplies, especially the fuel whose supply was at critically low levels. Finally, Ike was faced with constant squabbling and opposition over strategy and resources that was the mark of his commanding Generals relations. Even though a general strategy for confronting the Germans had been discussed in the past by the operation leaders, the successful carrying out of Overlord had exposed a poor follow-on strategy. Victories in France had speeded up the operation; the pace of the Allied operations gave o room for the development of strategy. Montgomery presented Eisenhower with a strategy to overpower Hitler in mid August. He (Montgomery) had been mulling over how the Allies should be handled after breakout. The plan he suggested involved a single massive thrust through Belgium and Netherlands and finally terminating at the Ruhr Valley. With expansion and redeployment of supplies from Bradley and Patton, he suggested that his 21st Army Group carry out his plan. Additionally, he wanted three divisions of Eisenhowers extremely well skilled reserve paratroopers, to carpet several cities in Netherlands. The paratroopers would seize strategic bridgeheads over the Rhine forming a corridor which the British army could walk through. Once Ruhr was opened up, Montgomery reasoned, Germany would go down rapidly since the Allies would capture major German industries. General Ike did not like Montgomerys proposal of a single thrust. He favored a broad front attack similar to the one successfully used by Allied forces during the Normandy assault. Ike felt that one thrust as proposed by Montgomery would easily reveal the plans of the Allied forces. With a dual pronged approach, the Nazi would have to take a guess on where the next assault would be. The second problem for Eisenhowers, and perhaps more pressing was the logistical problem. Something had to be done about the long supply lines. The fuel shortages and insufficient transportation had to be dealt with first. The Allies were receiving supplies through the beaches of Normandy but there was a shortage of trucks to transport the necessities to the armies. The deteriorating weather was making unloading the supplies on the landing beaches almost impossible. Ike urgently required a deep-water port to move supplies to the battlefront. Additionally, as the Germans moved back they destroyed most of shipping infrastructure on the coastal harbors. The regular wrangling and competition amongst Ikes generals aggravated the situation. Other Generals profiled Montgomery as difficult. His pitch for a single thrust operation strengthened the animosity feelings. Montgomery ceaselessly complained to Ike about the quantity of supplies his soldiers received. He was constantly pressing for precedence on fuel and ammunition. After Ike assumed personal command of the ground operations in Europe, the state of affairs deteriorated. A divisive command problem arose out of this decision. Montgomery could not be appointed the Supreme Allied forces commander due to political reasons. This was despite the fact that he was a distinguished military leader with experience from not only North Africa but also in Overlord. Montgomery wanted to be appointed the ground armies commander and lobbied Ike hard for the same. Eisenhower chose to retain the duty and as such, he continually met open defiance from Montgomery and a few number of his British Generals. Montgomery imagined that he was a more qualified commander and for this together with the command and control issue, antagonistically opposed Eisenhower on almost all-tactical decisions. This explicit contempt created a lot more tension, distrust, and turmoil in the Allied camp. Up until now, a very patient Eisenhower never acted on Montgomery. It was after Market Ga rden commenced that he threatened to escalate the issue to Marshall and Churchill. Montgomerys Chief of Staff at last settled the matter before Ike escalated it hence sparing Montgomery the sack. General Eisenhower approved to the Montgomery plan on 4 September after review. This was in part an attempt to calm and tone down the belligerent Montgomery and chiefly as after realization that it was a chance for him to seize a deep-water port. The Market Garden plan was audacious and risky. It was uncharacteristic of the usually conservative Montgomery. After the approval, Ike provided General Montgomery with semi permanent fuel and ammunition supply priority. He then moved the US 1st Army commanded by General Hodges to the British southern line, until Antwerp was secured by the Allies. He wanted the remaining Nazi resistance on the ports of Antwerp and Le Havre cleared. This would give his forces the vital deep-water ports, hence considerably reducing the time of delivery for important war reserve resources to the front line forces. The sustainment essential for the next stage of the operations, that is, the march into Germany and the seizure of Berlin, had to be covered. This was dependent upon successful capture of a port with a capacity of supporting a force of over two million men. Antwerp was the only European port capable of that. Montgomery was incensed with the proposal of a double thrust, which incorporated the Saar valley. On September 4, Montgomery captured the port of Antwerp. Ike then, against the wishes of his staff, allowed Montgomery to move into Belgium without clearing the pockets of Nazi resistance in Scheldt Estuary. He was also convinced by Montgomery to permit Market Garden to go ahead as scheduled instead of delaying the operation to clear the port as was proposed by Bradley and Patton. The Operation On 17 September, in the afternoon, Operation Market Garden commenced. The American 101st airborne division parachuted on the southern end while the American 82nd Airborne dropped to the north and attacked the Waal River Bridge at Nijmegen. The British First Airborne division together with the Polish brigade attacked their target, the bridges at Arnhem, further north. After all the three airborne divisions were on the ground, the British XXX Corps embarked on their assault and drove up the road. It was estimated that the XXX Corps would take no more than 3 days to arrive at the British at Arnhem. For the previous Allied airborne operations, drop zones for the paratroopers and gliders were as a rule of thumb as close to the target as could be so to elicit maximum surprise and to allow the enemy less reaction time to recover. The American drop zones for this offensive were no different. However, the British 1st airborne drop zones were far away from the target, i.e., the crucial bridges . They wanted to circumvent taking casualties to their planes by flying over what they imagined might be anti-aircraft guns concentration in the area. The bridges were in built-up zones so gliders could of course not land. Additionally the ground to the south of the bridges was imagined by the British generals to be too soft for gliders entirely discounting the fact that the Polish paratroopers would be dropping in the very same zone later. The drop zone selections led to the landing of some paratroopers of the First Airborne on top of the Nazi 10th SS Panzer Division. After landing, divisional radio sets were found to be tuned into the wrong frequencies. This made radio communication between units impossible. A small part of the British troopers contingent took the main Arnhem highway bridge on the north end. However, intense battle barred reinforcement for this small force. On the southern end of the river, the ninth SS Panzer controlled the bridges other end. Finally, the small British army at the bridge gave way to the superior Nazi forces. The rest of the division resiliently hung on in a small pocket on the rivers north a few miles away from the bridge. The polish troopers who parachuted on the south side of the river could not provide any significant backing. They merely fought to save their lives against the now fully alerted Nazi forces. The first day was aeronautically splendid for an airdrop. As the days went on, the weather conditions deteriorated. The second wave was unable to drop for a further four more days. To the south, the first gains of the 82nd and 101st divisions Grave and Nijmegen seized bridges with minimal losses. The American 82nd Airborne took the Nijmegen Bridge the execution of an audacious river crossing in collapsible boats to assault and seize the bridge from the back. However, the XXX Corps joined them after number of days had passed. The highway connecting the bridges up to Arnhem steadily under counter attack by the Nazi forces and this caused many delays. Sections of this highway, to make matters worse, resembled an island on a dike and had with no maneuvering room. A single shot that took out the lead tank in a column could lead a delay going on for hours. Adequate infantry was not allocated to escort the tanks that were in the leading columns. It was taken that the American paratroopers w ould take up this task. However, the Americans had their own worries of keeping the corridor free of the Nazi attacks. This compromised the progress of XXX Corps after they crossed the Nijmegen Bridge and came to deal with the island road. More infantry was required; however, it was just not obtainable. As a result, XXX Corps assault stalled. The British First Airborne, on their part, just a few miles away across the river, was being chewed to bits. In time, the British First Airborne had to be withdrawn and evacuated from their front on the Lower Rhine through an audacious night rescue operation. The intention to oust the Nazi and perhaps end the Second World War by charismas had gone up in smoke. After nine days of fierce battle, the Allies withdrew. Incapable of rescuing their captured personnel, a large number of casualties and prisoners had to be forsaken. The Final Analysis The outcome rendered the Market Garden a nonviable operation. The objective was attainable but the strategy was full of flaws. For starters, the idea ended up to be hard one. The planners imagined that seizing the bridges would be as easy the seizure of the French bridges. Montgomery and the Allies, however, misjudged the incredible tenacity of Hitler and his Nazi army. Intelligence reports that Hitler soldiers along the Alhert Canal in Belgium, the Siegfried Line and in Arnhem had re-armed were received but disregarded by Montgomery. Additionally, Eisenhower was informed about the Nazi fortification; however, he did not personally challenge the plan on the bases of the intelligence reports. Alternatively, he opted to send Bedell Smith to Montgomery. Montgomery laughed of the idea of the aim was difficult simply for the reason that there were reports of Nazi tank potency at Arnhem. He would hear nothing about revising Market Garden  [13]  . Montgomery did not realize that there w as a terrain and topography variation between the lower Rhine and France. This meant the fact that a similar operation succeeded in France did not imply it would succeed in Holland. Roads were usually constricted and constructed on top of dikes. Road sections that were not raised flooded regularly slowing movements due to the clay mud. Additionally, the swampy, muddy land made maneuvering of the heavy gear hard. Ignoring his staffs counsel and Dempseys apprehension for a well-timed meeting with the paratroopers, Montgomery stubbornly pushed forward. Had intelligence report been paid attention to, the operation may perhaps have been discontinued or at least deferred. The narrow corridor did not afford Dempsey much room for maneuver and restricted his flexibility and ability to pull a surprise. In addition, the strategy was devoid of any air component except fighter escort and gliders transports. Modest coalition coordination was exercised in the preparation for operation Market Garden. Montgomery simply passed on the plan to his men for implementation. When Major General Maxwell Taylor voiced his oppositions to the landing zone for his men, Montgomery replied that was too late for the plan to be changed. Major Gen Roy Urquhart met the same lack of cooperation  [14]  . The strategy employed presumed that enough petroleum and ammunition would be available to carry out the plan. Montgomery was interested more in Bradley and Pattons fuel instead of taking the time to drive out the Nazi from the Scheldt Estuary. Seizing Scheldt wo uld have opened up Antwerp to supplies for the Allied. Further, Bradley and Pattons to the south could have diverted the Nazi manpower and resources and that would support Ikes extensive front approach. Not only was the strategy flawed, the resources were inadequate too. First, it was tactically naÃÆ' ¯ve and logistically erroneous to move through Antwerp without weakening pockets of Nazi resistance. The Nazi fight back proved heavy more so in the Scheldt Estuary, the key North Sea access. This barrier was not removed until November 1944. The failure to do so deprived the Allies of the badly required deep-water port. This reduced logistics lines and it was a blow to any more operations in Germanys interior. The inability to get rid of resistance also hindered Dempseys movement since he had to reroute combat troops to guard his flank. The airdrop was logistically hindered by having inadequate aircraft (transport and glider) to make a single jump as Montgomerys plan called for. The First Airborne even lacked sufficient radios for communication within themselves. When the second wave finally arrived, it was ill equipped to deal with the Panzer SS toughened threat. Bad weather caused the second wave delay foiling their plans of landing on D-Day. Though the weather conditions were fine for the first drop, it caused resupply and reinforcements delays for the Arnhem troops. The Germans took advantage of the poor weather exploiting the time to reinforce their manpower and other resources to respond to the Allies. As such, the aspect of Market Garden considered being the operation strength, the crack paratroopers, ended up limiting the Allied success severely. Montgomerys casual outlook toward the opposition meant the failure of the most effective tool available to the Operation. It is incomprehensible why Montgomery chos e to pay no attention to his brilliant and experienced men. He casually dismissed justifiable issues raised by experienced infantry and airborne officers. Major General Stanislaw Sosabowski articulated his fears to Montgomery that the plan to land his troops at Arnhem was catastrophic and that higher-ranking officers were culpable of reckless overconfidence  [15]  . Officers could do nothing to change his position and only sat in quiet frustration and follow orders. The only officer reputed to be capable of swaying Montgomery, Major General Freddie De Guingand, was outside Europe. It is important to point out that even though Montgomery was seen to be arrogant, it might have been with a good reason. He had been commanding ground forces during triumphant North African operation and Operation Overlord. To be fair to Montgomery, the Allies as a group exhibited this same overconfidence. They had been calmed into this joint cockiness and arrogance due to the swiftness with which their conquest came. The excitement of the operation led men to calm down extremely. Exhaustion and loss of focus started creeping on the mission. As evidenced by the consequent preparation and logistical shortfalls of the operation, the intelligence was misleading and gave the impression that the Nazi were severely weakened. With no sense of pressure, acute fatigue, and the consequent loss of focus, situations came up where troops moved with insufficient resources. The impetus and thrilling buoyancy by the Allied victories changed the force from what would have been a success, into an exag gerated and unfocused bunch thereby sustaining major and avoidable losses of gear and personnel. The strategy demanded the army to grab the initiative and hit speedily and surprise the worn out and inadequately prepared Nazi. Hitler, in hindsight, had correctly expected that Montgomery would head north to the Zuider Zee. He countered by placing Field Marshall Walter Model, his strongest general, in that front. Model at once lined up troops and started efforts to re-arm for the expected battle. He coordinated strategic barricading of highways and canals, and took the advantage of the weather and the Allies lack of the capacity to resupply and reinforce. He not only was able to hold the Arnhem Bridge, but also the city. His vigor and organizational brilliance were the reason the Nazi was able to hold off Market Garden. To sum up this misadventure, the timing required to scheme a speedy thrust was uncoordinated due to the unanticipated fight back by committed Nazi soldiers; the failure to drop the second batch of paratroopers owing to bad weather; the utter disregard with which intelligence reports were met with; and the poor communication. A combination of these factors created the worst Allied defeats of the time. Lessons from the defeat Operation Market Garden, without a doubt the biggest paratroop drop of its time, was also one of the most terrible operational failures. What strategy, or lack of it, could have resulted to such an unbelievable failure for the Allies? What lessons learned can apply to the contemporary and future military operations? Some timeless lessons are evident from the operations analysis: The first lesson applies at the strategic level. That it is necessary for military planners to stay focused on the political causes of a war. They must by no means lose sight of the political motivation of the primary conflict. The states political will and national interests will always play a major role in the coalition strategy development. For the reason that the US contributed the greater part of machinery, manpower, and finances to the Allied war effort, Eisenhowers appointment ahead of Montgomery as the ultimate Allied Commander was logical. He was always sensitive to political and higher-ranking milit

Implementing IMC at lower levels of theoretical models

Implementing IMC at lower levels of theoretical models This report is about the use of Integrated Marketing Communications in the marketing industry, in particular focusing on the various definitions that exist for IMC. My report also investigates why organisations choose not to approach IMC or if they do why they appear to only implement it at the lower levels of the theoretical models and not take it further. I will do this by discussing IMC in a variety of ways and looking at organisations as examples, whilst considering many academics views on IMC and its future from the many journals I have read. Integrated Marketing Communications is the integration of all marketing communication tools and sources from within a company put in conjunction in order to create a campaign that maximizes the impact on consumers with minimal cost. The marketing communications mix is the starting point of IMC and the end aim to achieve is to maintain strong communication throughout the company and customers. The marketing mix consists of the following tools advertising, direct marketing, public relations, personal selling and sales promotion. The goal is to combine all these tools along with the organisations message and other aspects of the marketing mix, in order to overtake any competitors. The definitional concern of IMC has been an ongoing problem amongst the academics. There are a range of various definitions some of which are contrasting, although even those with similar points vary hugely in terms of technique and simplicity. Schulz and Schulz (1998) introduced a new definition which in the opinions of others includes both the current and future features of IMC. This definition emphasises the strategic aspects and refers to IMC as a business process instead of simply the combining of marketing tools. Although this definition is successful Kliatchko believed that for it to be complete it must not limit the scope of IMC to the strategic management of multiple audiences or markets, multiple channels and financial results, as it is therefore leaving out crucial content which is obtained and delivered through the IMC process. Although it could be argued that this is implied in the term marketing communication, Kliatchko felt it was important to be stated also. This new definition also implements the term business process which was previously introduced by Schultz and Schultz (1998). Kliatchko (2005) agrees tremendously with this term and explains that it perfectly describes the core of integration. In addition it also supports the findings of Jones et al. (2004) and Fill (2002) that IMC has advanced from purely being a communication process to a management process. IMC is an audience-driven business process of strategically managing stakeholders, content, channels and results of brand communication programs Kliatchko (2008). One key difference between Kliatchko and the Schultz and Schultz (1998) definition is the use of the term business processes, Kliatchko highlights how it is audience driven on order to reinforce the view that IMC gives to significant publics. Fill concentrates on the relationship with audiences, IMC is a strategic approach to the planned management of an organisations communications. IMC requires that organisations coordinate their various strategies, resources and messages in order that it engages coherently and meaningfully with target audiences. The main purpose is to develop relationships with audiences that are of mutual value (Fill 2005). Whereas Kotler (2003) focuses on how the market is perceived by the public a way of looking at the whole marketing process from the view point from the viewpoint of the customer. There are then extremely opposing viewpoints such as that made by Cornelissen and Lock (2000) that IMC is just a short term management fashion. The concept of integrated marketing communications has become an essential part of the market in terms of communication strategies for companies however due to the definition constantly changing it prevents IMC being developed and understood to a full extent. The changes that have taken place over recent years have highlighted the capability of the current marketing practices. It is viewed that there is a need for change if any future challenges are going to be met. The momentum for this adaptation in the industry has almost certainly been strongest in the larger fast moving consumer orientated organisations. There is no doubt that integrated marketing communication is not easily achieved, and can therefore lead to failure, however when practiced correctly it can have extremely successful results. IMC is a significant and essential theme (Cornelissen and Lock 2001) for a variety of reasons, it is just crucial to consider both the advantages and the barriers. Integrated Marketing Communications involves a great deal of work, although when this effort is put in it brings achievement. It gives the company an edge over their competition which leads to an increase in profit, whilst in the long run it saves money and time due to the planning. IMC has been defined by Kotler (1996) as a technique to produce more consistent and successful communications throughout a whole company. The main benefit of IMC will be to achieve the desired goal of marketing communications by an individual organisation, however well known academics have developed their own lists of specific advantages to using IMC. Linton and Morleys (1995) ten potential benefits of integrated marketing communications are shown below. Creative Integrity Operational efficiency Consistent messages Cost Savings Unbiased marketing recommendations High- Calibre consistent service Better use of Media Easier working relations Greater Marketing Position Greater agency accountability Fig 1.1 (Linton and Morley) Linton and Morley demonstrate ten advantages of the use of IMC here, which gives a guideline to why IMC is to be encouraged and how it will benefit organisations, however some of the points are fairly vague and may be misinterpreted for example unbiased marketing recommendations. Fill (2006) on the other hand only lists eight, but both sets of lists include similar points which demonstrate how confident some academics are in the advantages of IMC. According to Kuczynski (1992), success of integration occurs with consistency in particular in the companys message. Tynan (1994) also believes this and goes on to explain that for IMC to be achieved not only is it through media being combined but he reiterates the importance of the consumer receiving one clear message. A comprehensible message has much more of an impact and will stand out in the mind of a customer over the hundreds of other adverts that surround an individual every day. Un-integrated communications will develop inconsistent messages which will make them less credible. Duncan and Everett (1993) also consider that consistency in the marketing communication elements will prevent any impending conflicts. IMC also incorporates all the various communications in order for the customer to progress through the steps of the buying process and cultivates the relationship with the customers. This relationship ensures a sense of brand loyalty and consumers will therefore feel safer with this particular brand and therefore remain with them. This ability of accomplishing a customer for life is a very strong advantage over competitors. Duncan and Everett (1993) believe that IMC leads to a decrease in media waste and therefore the company gains this competitive edge. This was also reinforced by Linton and Morleys (1995) ten potential benefits. Organisations have identified that it is becoming increasingly harder to maintain consumers loyalty, which is why integrated marketing communications is important in a technique to gain advantage over any competitors. Regardless of huge investments these complicated relationships between a business multiple marketing comms. are not completely understood. Re search shows that the positive effects of combining media for example print advertising and television looks promising and that a change is taking place. Another set of research illustrates that 20 years ago 75% of marketing budgets in America was inserted into mass advertising, whereas today 50% goes towards trade promotions, 25% into consumer promotions and only 25% into advertising, which is a huge decline of 50% (Kitchen, 2003). Money is another issue related to IMC. It saves money in the long run however many organisations do not appreciate the long term values of integrated marketing communications and therefore fail to see it as an investment. This appears to be slowly changing though due to the fact the importance of brand value is becoming more common knowledge. Tortorici suggests that one of the easiest ways to maximise its return on an investment is through the use of IMC. (Tortorici 1991) He would have suggested this for a number of reasons such as agency fees being reduced, as it becomes possible for one agency to handle all the communications, and also because it eliminates replication in various areas in the company such as logos, graphics and photography that the company intends to use. In the industrial product market, IMC frequently takes the form of personal selling with advertising. This combination was seen as beneficial due to the decrease in selling costs (Morrill 1970) and a report comple ted by the McGraw-Hill Corporation in 1987 came to the same conclusion plus the evidence that it also reduced the amount of sales calls to the industrial decision makers. One example of this is IBM, there customer contact costs decreased enormously. (Moretti 1994). Belch and Belch (2001) believe that the benefits of adopting IMC do not just stop at limiting the operating costs but an optimistic attitude and concern for the company are just as significant. Overall all of this would in actual fact reduce the workload and save money long term, however most budgets set in a company are set with only short term in consideration. Despite its many benefits, Integrated Marketing Communications has barriers to overcome just like the money issue just discussed. There are a number of other barriers that authors have identified. For example Ewing et al quoted It has been suggested that departments can develop territorialism because they do not want to change their functional standing. (Ewing et al.,1997.) Schultz also goes on to say that they may be reluctant for this change because of a lack of understanding of IMC (Schultz 1996). This could start to explain why companies do not use IMC when perhaps it would in fact be appropriate for them to. Whats more, problems with implementation and measurement have been exemplified by several authors (Eagle et al., 1998). Implementation of IMC is difficult to achieve but it also hard to distinguish where to start planning wise. It has been discussed whether promotional activities should begin by examining external factors of the customers first. Although this is clearly a barrier, it does not necessarily mean that it should discourage everyone, as practice makes perfect to reach a great outcome. Another issue that has arisen is the structure of companies which makes it difficult for integration. Organisations are generally subdivided in areas, and although joint assignments may help to break down these organisational barriers the hierarchical structures will still be an issue (Gonring 2000). Pickton and Hartley (1998) also agree with the idea that the implementation has proven exceedingly complicated due to these organisational barriers. Integrated communications has not caught on to many companies(Pettigrew 2001), for a number of reasons firstly the barriers of IMC contribute to this, however after the previous discussion there are ways to overcome the barriers and there are in fact more advantages to it so the question is why is it not being adopted. The debate of what marketing communications can accomplish has been a big question for many years (Ambler 2000). I will look at what various practitioners believe and also the main reasons why IMC has not taken off as much as it perhaps should have (Pettigrew 2001). Marketers dont generally seem to like change in regards to new investments and approach to their marketing communications due to a fear of change (Gonring 2000), which is therefore an issue in relation to adopting IMC. Although they may realise that as technology is growing the importance for companies to be organised and consistent is also increasing (Cornelissen 2003). A lack of understanding of Integrated Marketing Communications is also another factor to why IMC is highly recognised but is not necessarily chosen to be used. This shortage of knowledge must be addressed before managers are expected to use integrated marketing. This all stems from the fact that there are many different views on whether IMC is here to stay or whether it is just a fad. Cornelissen and Lock state that IMC is nothing new but only a management fad (Cornelissen and Lock 2000), this is severely disagreed with by most other practitioners who see IMC as the future for example IMC is a new brand concept for the emerging digitalised environment (Shultz and kitchen 2000). There are also so many different definitions which can make it confusing from the beginning, nevertheless with all of these reasons considered the main weakness of IMC still lies in the apparent inability of agencies to measure behavioural outcomes. This major issue of not being able to measure the effects of an integrated campaign is majorly delaying the implementation process and there is a lack of empirical studies into how it could be measured. Indicating how IMC could move into full implementation is a huge concern, measurement and evaluation corresponds to an extra cost to organisations. These organisations will have built up thorough behavioural databases of their consumers; however it would be unfair to access these unless an extremely strong relationship had been developed. Overall, it would seem that integrated marketing communications have developed greatly, but there are still many issues to overcome in order to for IMC to be completed successfully achieved in companies. It is important for this to occur as it has been defined by Chang et al.(1991) that consumers attend more to integrated marketing communication than a normal advertising campaign. One model used is the four pillars of IMC by Kliatchko; these four pillars are the elements on which IMC levels are based, they are content, channels, stakeholders and results. For full implementation of IMC, firms must use all four levels (Schultz and Schultz 1998). Although each pillar is separate there is a present of each of the four levels, just each have their own most prominent section. The end goal of Content is primarily to deliver a consistent message for utmost communication impact (Duncan Caywood 1996).The objective is therefore for the target audience (stakeholders) to receive a clear integrated message. If this desired goal is achieved then integration at the first level has been achieved. A good example of this is Haagen Dazs ice cream. They use experimental appeals to their audience which communicates a sense of fun and pleasure, which is consistent through all of other campaigns. Pillar two is all related to the channels of communication, not just in its general sense but also in the view of the customer, in order to obtain what customers prefer. This allows appropriate content to connect effectively with the audience. The ability to connect with a target audience in a way in which they prefer and deliver the message according to their terms would be successful IMC at this level. BT attempted to do this in their 1998 World Cup Football tournament. They took advantage of the football in order to make their advert more relevant and appealing to the public, this would have made it more interesting for the public who were interested in football but not for the rest of their target audience. The third pillar is applying information technology for the benefit of both the company and consumers. If the company uses IT to gain a better understanding of their customers and then they can manage databases of information. This better knowledge will allow them to obtain better relationships with consumers by combining the other pillars, more targeted messages by their preferred channels. This provides a more profitable future for the company (Schultz and Schultz 1998). Gillette Mach 3 achieved this as they produced an advert that utilised a functional appeal and communicate the brands specific attributes capable of solving consumers consumption-related problems. They therefore took into consideration what they target audience wanted to be delivered to them and how whilst making them a profit, this was successful IMC at this level. The final pillar is strategic integration and results. If a company gets to this stage of integration then they have a good understanding of the demands of integration and what is necessary. Schultz and Schultz (1998) categorise this pillar as the one that allows a company to analyse more precisely the relation between returns and investments made in the marketing communications campaign. This is why this is the fourth pillar, as it is prominently the measurement of results which as discussed earlier is extremely hard to achieve, hence why my organisations only implement IMC at the lower levels of models such as this. Another IMC model is demonstrated below and was designed by Pickton and Broderick (2000). This is a much simpler model; however it does look at how integration starts off tactical and ends up strategic. Bupas recent marketing strategy was to reposition the company and integrate its offering. The core brand proposal Bupa the personal health service was announced through a number of Medias such as TV, press, radio sponsorship and PR. The website was a huge success and played a key role in its integrated communications by offering online quotes and support. This promotion created awareness of the brand and increased their sales. The Group Marketing Director quoted we have succeeded in positioning Bupa as the only dedicated independent health care specialist in the UK. ( Marketing Business 2002) Schultz also developed seven levels of integration model. The seven levels of integration are Awareness of need for IMC the starting point of the model, realisation. Image- consistency between media. Functional Forming marketing communication programmes in order to achieve certain aims. Co-ordinated Personal selling is integrated with other elements in order to continue consistency. Personal selling is directly integrated with other elements of marketing communications to ensure consistency between impersonal and interpersonal forms of communication. Consumer-based Understanding the consumers needs and wants, this is like the second pillar of Kliatchkos model. Stakeholder- recognition of stakeholders after the final customers. Relationship management. A good example of complete IMC that could have applied the seven levels of integration is Coco Cola. It is one of the worlds most famous brand names and was given the title of leading brand recognition in 2003 by the Business week. Coca Cola represents major emotional advantages over all its competitors, whilst given the customers what they want. They are a loyal brand who creates consistent messages across their adverts and their message is always clear. They also produce spectacular adverts and have a strong brand image and logo, therefore they are incorporating lot of the seven levels of integration and it is obvious that they are doing successfully. It is clear that IMC plays a vital role in the industry and everyday more is being learnt and understood. 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