A Case Study Of Cadbury Schweppes Marketing Essay

A Case Study Of Cadbury Schweppes Marketing Essay Cadbury Schweppes was formed by a merger in 1969 between Cadbury and Schweppes. Since then the business has expanded into a leading international confectionery and beverages company. Through an active programme of both acquisitions and disposals the company has created a strong portfolio of brands which are sold in almost every country in the world. Cadbury Schweppes has nearly 54,000 employees and produces Fast Moving Consumer Goods (FMCG). Its products fall into two main categories: Confectionery Beverages. Its portfolio of brands include leading regional and local brands such as Schweppes, Dr Pepper, Orangina, Halls, Trebor, Hollywood, Bournvita, and of course, the Cadbury masterbrand itself. These Products are sold in a range of countries depending on consumer preferences and tastes. The core purpose of Cadbury Schweppes is working together to create brands people love. It aims to be judged as a company that is among the very best in the business world successful, significant and admired. The company has set five goals to achieve this, one of which relates to Corporate Social Responsibility (CSR) To be admired as a great company to work for and one that is socially responsible to its communities and consumers across the globe Cadbury plc is a leading global confectionery company with an outstanding portfolio of chocolate, gum and candy brands. It has number one or number two positions in over 20 of the worlds 50 largest confectionery markets. Cadbury also has the largest and most broadly spread emerging markets business of any confectionery company. With origins stretching back nearly 200 years, Cadburys brands include many global, regional and local favourites including Cadbury, Creme Egg, Flake and Green Blacks in chocolate; Trident, Clorets, Dentyne, Hollywood, Bubbaloo and Stimorol in gum; and Halls, Cadbury Eclairs and The Natural Confectionery Company in candy. (Cadbury, 2010). Impact of social welfare and industrial policy initiatives on Cadburys and the wider community In the UK social expenditure accounts for between 50% -60% of government spending and includes- pension, unemployment, sickness/disability, heath/medical care. Investment involves business organisations recognising that they have a responsibility both to their local areas and society in general. For a company, being socially responsible means using its resources and its influence to shape the lives of fellow citizens for the better. The Cadbury Schweppes group has a Corporate Community Investment strategy of Creating Value in the Community. This focuses on creating community partnerships that generate real, sustainable added value in: * Education and enterprise * Health and welfare * The environment. EIRIS (Ethical Investment Research Service) survey 2002 commended the company for its carefully structured community involvement programme. CTB is also a member of the Business in the Community Percent Club; CTBs community contribution was around two of its UK pre-tax profits. In 2001 CTB launched its Community You Can Make a Difference programmes to maximise the impact of the business, its employees and community partners. Over 1,500 of the companys 7,000 workforce have been involved so far. Stakeholder expectations Cadbury Schweppes core purpose is Working together to create brands people love. The success of the organisation in meeting this purpose can be measured in terms of the value created for shareholders. However, this success is achievable only if the company respects its commitment to every one of its stakeholders. CTB believes in creating prosperous, educated and socially inclusive communities, not only because this is part of the companys heritage but because it is the right thing to do and makes good business sense. Corporate Community Investment has always been a core part of CTBs business philosophy. It is also something that its stakeholders expect. Stakeholders are the groups and individuals that play a part in an organisation. Stakeholders Enlightened companies see their stakeholder groupings as partners who help to shape and inform company plans and policies. The external environment Successful businesses seek to create a fit between their line of business, way of operating and external environment. In recent years, there have been attempts to make UK society more inclusive. Groups that used to be treated as outsiders (e.g. disabled people, single parent families, people living in areas of poverty and educational disadvantage) are being brought into the mainstream of social and economic activity. The current UK government is promoting social inclusion and the part that businesses can play in bringing it about. For example, the government has encouraged businesses to work in partnership with government agencies and the local community to: * Improve education and training opportunities * Support small local businesses * Promote housing projects * Create employment opportunities through Welfare to Work programme. Active citizenship In the modern world the obligations of business to society have broadened and companies like CTB are building on a heritage of good citizenship in a more strategic way. CTBs community contributions take many forms e.g. cash grants, sponsorship, donations in kind, as well as the time, effort and skills that CTB people put into the communities in which they live and work. Impact of macro-economic policy and the influence of global economy on Cadburys. Here is a terrific example of how a long established business sees an emerging economy not just opportunity for growing sales and profits but also as a centre for production. Spurred on by rising incomes and consumer demand, Cadburys is hoping to consolidate its dominant position in the Indian chocolate market by encouraging coconut plantations to switch production and establish a much bigger cocoa production capacity in India. The incentives to expand cocoa supply in India are strengthened by the 30% tariff imposed on imports of cocoa into India from countries such as Ghana and the Ivory Coast. The FT reports that Cadburys is hoping to source all of its cocoa beans domestically by 2015 and coconut farmers may hold the key as cocoa seedlings grow alongside coconut palms in southern India and therefore do not require fresh clearing of forests for plantations. The FT article claims that Cadbury controls more than 70 per cent of the chocolate market in India with a presence in 1.2m stores while Nestlà © controls about 25 per cent. It enjoys a dominant position in a market where sales are rising by more than 20 per cent per year. Reinforcing that market dominance is key for Cadburys it has spent heavily on marketing revamped chocolate brands in the Indian market including heavy cricket-related sponsorship but having a domestic supply chain will do more that pure marketing plays to keep their profits rising. Strengths Cadbury is the largest global confectionery supplier, with 9.9% of global market share. High financial strength (Sales turnover 1997,  £7971.4 million and 9.4%)[1] Strong manufacturing competence, established brand name and leader in innovation. Advantage that it is totally focused on chocolate, candy, chewing gum, unique understanding of consumer in these segments. Successfully grown through its acquisition strategy. Recent acquisitions, including Adams, 2003, enabled it to expand into important markets like the US market. Weaknesses The Company is dependent on the confectionery and beverage market, whereas other competitors e.g. Nestle [2] have a more diverse product portfolio, where profits can be used to invest in other areas of the business and RD. Other competitors have greater international experience Cadbury has traditionally been strong in Europe. New to the US, possible lack of understanding of the new emerging markets compared to competitors [3] . Threats Worldwide there is an increasingly demanding cost environment, particularly for energy, transport, packaging and sugar. Global supply chain in low cost locations [4]. Competitive pressures from other branded suppliers (national and global). Aggressive price and promotion activity by competitors possible price wars in developed markets. Social changes Rising obesity and consumers obsession with calories counting. Nutrition and healthier lifestyles affecting demand for core Cadbury products.[5] Opportunities New markets. Significant opportunities exist to expand into the emerging markets of China, Russia, India, where populations are growing, consumer wealth is increasing and demand for confectionery products is increasing. The confectionery market is characterized by a high degree of merger and acquisition activity in recent years. Opportunities exist to increase share through targeted acquisitions [6]. Key to survival within the FMCG market is increasing efficiency and reducing costs. Cadbury Fuel for Growth[7] and cost efficiency programmes seek to bring cost savings by: 1) Moving production to low cost countries, where raw materials and labour is cheaper ii) reduce internal costs supply chain efficiency, global sourcing and procurement, and wise investment in RD. Innovation is key driver. To respond to changes in consumer tastes and preferences healthier snacks with lower calories need to be developed. RD and product launches have led to sugar-free centres filled chewing gum varieties and Cadbury premium indulgence treat. Low-fat, organic and natural confectionery demand appears strong. The mission and values statement for Cadburys Cadburys means quality: this is our promise. Our reputation is built upon quality: Our commitment to continuous improvement will ensure that our promise is delivered. (Wikianswers, 2010). Aims and objectives: To improve the quality of their chocolate gets the word out about the business going fairtrade. The important aims are: To survive in the market. Have loads of stores worldwide To be an ongoing company. The future mission of Cadbury. The companys business strategy hinges on following for driving its future growth: Increase the width of chocolate consumption, through low price point packs and distribution focus. Increase depth of consumption, targeting regular chocolate consumers through generating impulse and a dominant presence at Point of Sale. Maintain image leadership through a superior marketing mix. Be a significant player in the gifting segment, through occasion linked gift packs. Build critical mass in the sugar business by introducing value-added sugar confectionery products. Future revenue growth will be through increasingly higher volumes rather than price increases. The management believes that price increase can only be a short term objective. It is volumes, which are very important to achieve the long-term goal of having a wide consumer base. Cadbury Online Annual Report Accounts 2008 Welcome to Cadbury. We create chocolate, gum and candy treats people love brands such as Cadbury Dairy Milk, Trident and Halls. Our vision is to be the biggest and the best confectionery company in the world. 2008 highlights Revenue growthà ¢Ã¢â€š ¬Ã‚   Operating margin* EPS growth** Dividend growth Financial highlights Base business revenues up 7% Underlying operating margins up 150 bps Performa EPS from continuing operations up 16% Return on invested capital up 110 bps Full-year dividend 16.4p, up 6% Strategic highlights Transformation of the business into a category-led pure-play confectionery company Vision into Action business plan well underway Simplified organisation from 2009 The company sees its growth in future in market expansion and new product launches. Increased reach, new launches, higher marketing spend and intensive promotions the mix, Cadbury is looking at to fuel its future growth. The company is also looking for acquisition of brands, and its huge cash reserves might be utilized for the purpose. The company manufactures and sells. 1Conduct our business in compliance with applicable environmental laws and regulations. Even where we are in full compliance, our objective will remain the control and reduction of the environmental impact of our operations reflecting industry best practice. 2 Implement programmes and reviews to evaluate our operations and check compliance against this policy. Management are required to have programmes in place to determine appropriate local targets and demonstrate continually improving Performance. 3 Adopt programmes to ensure efficient use of energy, raw materials and natural resources across all segments of our business and to minimise the quantity of waste and pollutants associated with our activities. 4 Work with relevant organisations, government bodies and public groups to promote efficiency in solid waste management through recycling, reuse and energy recovery of material. 5 Provide employees with a healthy and safe environment together with effective information and training to encourage the individuals contribution towards environmental responsibility. 6 Promote consideration of environmental concerns throughout the supply chain and with our business partners. In addition, we promote awareness of our environmental policies more generally. 7 Assign management responsibility for the environment throughout the business and maintain the organisation and operational procedures to ensure successful implementation of these policies. 8 Review and update our Environmental .Policy on a regular basis. Environmental Aspects Environmental Impacts. Group Environmental Management Reduction of environmental impacts and opportunity for better environmental performance Communication Training Good environmental understanding at all levels and co-ordination of activities thus minimising the risk of potential environmental harm. Water Integrity Protection of one of our primary raw materials Water Consumption Depletion of natural resources Wastewater Potential threat of pollution to water courses and damage to aquatic ecosystems Energy Use Contribution to global warming through greenhouse gases and depletion of natural resources Emissions to air Contribution to atmospheric pollution and global warming Solid Waste Occupation of landfill space; air emissions from incineration and landfill gas; potential contamination of land, groundwater and surface water Packaging Material Conservation Use of materials, waste, resource conservation and disposal to landfill Refrigerants Depletion of ozone layer by CFCs, HCFCs and Other ODSs (Ozone Depleting Substances) Source (Corporate register.com) Stakeholders analysis by Mendelows Matrix for Cadburys A Stakeholder Analysis is an approach that is frequently used to identify and investigate the Force Field formed by any group or individual who can affect or is affected by the achievement of the objectives of an organization. Stakeholder Analysis identifies the ways in which stakeholders may influence the organization or may be influenced by its activities, as well as their attitude towards the organization Typical stakeholders Owners and stockholders, investors Banks and creditors Partners and suppliers Buyers, customers and prospects Management Employees, works councils and labour unions Competitors Government (local, state, national, international) and regulators Professional associations, Industry trade groups Media Non-governmental organizations Public, social, political, environmental, religious interest groups, communities The power and influence of stakeholders: The extent to which stakeholders affect the activities of an organisation depends on the relationship between the stakeholder and the organisation. Mendelows matrix provides a way of mapping stakeholders based on the power to affect the organisation and their interest in doing so. It identifies the responses which management needs to make to the stakeholders in the different quadrants. Following categorisation of stakeholders in a manufacturing company: Low + Low : Small customers, Small Shareholders High + Low: Major Customers, Central Govt, Media Low + High: Employees, Environmental Groups, Local Community High + High: Institutional Investors, Local Planning Authority Responsibilities of Cadburys to its stakeholders and the strategies To stakeholders, key legal responsibilities eg consumer employment, disability discrimination and health and safety, diversity and equal opportunities, stakeholder pensions; wider responsibilities including ethical, environmental and ethical practice. (HNC Business, 2010). Cadbury Cocoa Partnership: In 2008 Cadbury set up the Cadbury Cocoa Partnership to secure the economic, social and environmental sustainability of around a million cocoa farmers and their communities in Ghana, India, Indonesia and the Caribbean, through: Improving cocoa farmer incomes: by helping farmers increase their yields and produce top quality beans Introducing new sources of rural income: through microfinance and business support and introducing additional income streams Investing in community led development: to improve life in cocoa communities Working in partnership: Farmers, governments, NGOs, international agencies and local organisations will work together to decide how the funding is spent and turn plans into action This ground-breaking initiative, which is carried out in partnership with the United Nations Development Programme (UNDP) and other partners, marked 100 years since the Cadbury brothers first began trading in Ghana and aims to holistically support the development of sustainable cocoa growing communities. Cadbury is investing  £45 million over 10 years. In June, 2009 Cadbury awarded Gold today for sustainable business practice by Business in the Community in their Corporate Responsibility Index, launches its Geography online educational resource this month. Skills Space supports the work of the Cadbury Cocoa Partnership and the Cadbury Dairy Milk Fairtrade certification. Skills Space enables students to learn about Ghana, how cocoa is grown, the lives of cocoa farmers, the interdependence between Ghana and chocolate manufacturers, and discover more about sustainable farming. Alex Cole, Global Director of Corporate Affairs at Cadbury said: As a global company, we have access to a huge amount of information and resources that can inspire and have real value to young people studying business and associated subjects. We have always received a large number of enquiries from teachers and pupils looking for real-life case studies to support learning in the classroom. Skills Space has been developed in specific response to this demand, and we hope that this new online resource will prove to be a useful tool in their studies. Through Skill Space, Cadbury reflects that it is more important than ever for businesses to acknowledge the impact they have on society and the environment, and commit to tackling the issues, not just because they should, but because its good for business, as acknowledged in the BiTC CR Index. Main Aspects of Porters Five Forces Analysis The original competitive forces model, as proposed by Porter, identified five forces which would impact on an organizations behaviour in a competitive market. These include the following: à ¢Ã¢â€š ¬Ã‚ ¢ The rivalry between existing sellers in the market. à ¢Ã¢â€š ¬Ã‚ ¢ The power exerted by the customers in the market. à ¢Ã¢â€š ¬Ã‚ ¢ The impact of the suppliers on the sellers. à ¢Ã¢â€š ¬Ã‚ ¢ The potential threat of new sellers entering the market. à ¢Ã¢â€š ¬Ã‚ ¢ The threat of substitute products becoming available in the market. Understanding the nature of each of these forces gives organizations the necessary insights to enable them to formulate the appropriate strategies to be successful in their market. (Thurlby, 1998). Force 1: The Degree of Rivalry: The intensity of rivalry, which is the most obvious of the five forces in an industry, helps determine the extent to which the value created by an industry will be dissipated through head-to-head competition. The most valuable contribution of Porters five forces framework in this issue may be its suggestion that rivalry, while important, is only one of several forces that determine industry attractiveness. à ¢Ã¢â€š ¬Ã‚ ¢ This force is located at the centre of the diagram; à ¢Ã¢â€š ¬Ã‚ ¢ Is most likely to be high in those industries where there is a threat of substitute products; and existing power of suppliers and buyers in the market. Force 2: The Threat of Entry: Both potential and existing competitors influence average industry profitability. The threat of new entrants is usually based on the market entry barriers. They can take diverse forms and are used to prevent an influx of firms into an industry whenever profits, adjusted for the cost of capital, rise above zero. In contrast, entry barriers exist whenever it is difficult or not economically feasible for an outsider to replicate the incumbents position (Porter, 1980b; Sanderson, 1998). The most common forms of entry barriers, except intrinsic physical or legal obstacles, are as follows: Economies of scale: for example, benefits associated with bulk purchasing; Cost of entry: for example, investment into technology; Distribution channels: for example, ease of access for competitors; Cost advantages not related to the size of the company: for example, contacts and expertise; Government legislations: for example, introduction of new laws might weaken companys competitive position; Differentiation: for example, certain brand that cannot be copied (The Champagne). Force 3: The Threat of Substitutes: The threat that substitute products pose to an industrys profitability depends on the relative price-to-performance ratios of the different types of products or services to which customers can turn to satisfy the same basic need. The threat of substitution is also affected by switching costs that is, the costs in areas such as retraining, retooling and redesigning that are incurred when a customer switches to a different type of product or service. It also involves: Product-for-product substitution (email for mail, fax); is based on the substitution of need; Generic substitution (Video suppliers compete with travel companies); Substitution that relates to something that people can do without (cigarettes, alcohol). Force 4: Buyer Power: Buyer power is one of the two horizontal forces that influence the appropriation of the value created by an industry (refer to the diagram). The most important determinants of buyer power are the size and the concentration of customers. Other factors are the extent to which the buyers are informed and the concentration or differentiation of the competitors. Kippenberger (1998) states that it is often useful to distinguish potential buyer power from the buyers willingness or incentive to use that power, willingness that derives mainly from the risk of failure associated with a products use. This force is relatively high where there a few, large players in the market, as it is the case with retailers an grocery stores; Present where there is a large number of undifferentiated, small suppliers, such as small farming businesses supplying large grocery companies; Low cost of switching between suppliers, such as from one fleet supplier of trucks to another. Force 5: Supplier Power: Supplier power is a mirror image of the buyer power. As a result, the analysis of supplier power typically focuses first on the relative size and concentration of suppliers relative to industry participants and second on the degree of differentiation in the inputs supplied. The ability to charge customers different prices in line with differences in the value created for each of those buyers usually indicates that the market is characterized by high supplier power and at the same time by low buyer power (Porter, 1998). Bargaining power of suppliers exists in the following situations: Where the switching costs are high (switching from one Internet provider to another); High power of brands (McDonalds, British Airways, Tesco); Possibility of forward integration of suppliers (Brewers buying bars); Fragmentation of customers (not in clusters) with a limited bargaining power (Gas/Petrol stations in remote places). The nature of competition in an industry is strongly affected by suggested five forces. The stronger the power of buyers and suppliers, and the stronger the threats of entry and substitution, the more intense competition is likely to be within the industry. However, these five factors are not the only ones that determine how firms in an industry will compete the structure of the industry itself may play an important role. Indeed, the whole five-forces framework is based on an economic theory know as the Structure-Conduct-Performance (SCP) model: the structure of an industry determines organizations competitive behaviour (conduct), which in turn determines their profitability (performance). In concentrated industries, according to this model, organizations would be expected to compete less fiercely, and make higher profits, than in fragmented ones. However, as Haberberg and Rieple (2001) state, the histories and cultures of the firms in the industry also play a very important role in shaping competitive behaviour, and the predictions of the SCP model need to be modified accordingly. Cadburys objectives of three major stakeholders There are many stakeholders in a business. Ideally all stakeholders will have common views at what the corporate should be. This is, in reality, most unlikely .The reason of groups having a stake in any business are so fundamentally different that their will be many occasion when their interests diverge or conflict. A business have to find a way of satisfying these different interest especially those of powerful and influential stakeholders but there is no sure or safe route through this dilemma. Some of issue involved when considering the objectives of certain important stakeholders. The objective of other stakeholders The objectives of the business Stakeholders Investors clearly want to be rewarded for their stake in the business. This reward must be at least equal to that which would be available elsewhere and should also reflect the measure of risk associated with investing in a particular business, e.g. Investors in Bio Tech businesses expecting highly rewards because of the risk associated with this type of research, it may not be commercially successful. Shareholders reward comes from annual dividend and increased the prices for share they owned. The extent of reward to shareholders is dependent on number of factors. the size of after tax profits determined by companies performance but also by the gearing ratio of the business as interest on lone is always paid before tax, and therefore before dividend s the plans of the directors to retain profits to development for future of the business the prospect for the company and the economy in general will be the main driving forces behind the share price charges. Shareholders are protected by law because their positions thought to be weak compare to the business itself, the main right they have are: to receive annual accounts Stakeholders Main objectives Work force * To receive fair wages * To ensure good working condition. * To ensure their jobs through the survival and expansion of the business. Customers * To obtain good value for money from the goods and services purchased. * To receive high level of customer services * To receive after sale-service and supply of spare from a business which survives in the future. Suppliers * To continue to sell profitably to the business * To be paid promptly and fully for goods supplied Schweppes plc

The Unfettered Language :: Speaking Language Essays

The Unfettered Language In advancing through the stages of one’s life, one also advances through different levels and styles of speaking. One’s personal style of language is adapted to fit these distinct periods of life. In citing a language and using words that others are unfamiliar with, many can be left in a state of confusion. Over time there have been many styles of language that we find difficult to understand and relate to. In Keywords, Raymond Williams is able to take a certain language or group of words and show the reader the different forms of the word/language by giving examples and background, thus clarifying some of the confusion that new languages and words can have. One’s whole life is spent around the same types of people and languages, then all of the sudden when leaving that comfort zone that you had developed you feel like you’re lost. To comprehend the different styles of speaking in our society today, one must understand their origins and the context o f their use. The language (group of words) that I am going to discuss in this paper is the one that we speak here at Duke. It is the vocabulary that many students here at Duke speak, as we have matured past our young teen years, but still search for our adult maturity and lifestyle. I will show how the primary language spoken here at Duke is a much more mature and respectful than that of high school language, but explain how it still lacks in maturity compared to adults way of speech. Teenagers growing up in Northern California, like myself, are known for using â€Å"hella†; it’s a word that I have used for as long as I can remember. But when I came to North Carolina for the first time, I said it to someone who in turn asked, â€Å"California, right?† I responded with a stuttering yes. Why is it that these kinds of things happen? How is it that a single area on the world’s map, or a single group of people start using words that no one else understands or uses? To say that there is just one explanation does not fully justify it. I remember my mother and father being completely confused by what I was trying to say back in high school when my friends and I used words like hella (meaning â€Å"a lot†) and hit (meaning â€Å"hideous†).

Use of Private Military Companies (PMCs) in Africa Essay -- Providing

PMCs emerge in a history course as an inevitable result of the changing in world structure and technology development. This critical review examines Anna Leander’s article on the paradox of implementing private military companies (PMCs) in Africa. The central issue is how security can be influenced by the using of PMCs. Building on Leander’s argument, this review argues that PMC is a double-edged sword that can be used to provide security as well as to stir insecurity. The blurred public and private lines and ambiguous regulations of PMCs cannot be neglect thus the use of PMC forces need stronger regulation and a better system of cooperation with other national or international actors. The review will first analyze the reasons for using PMCs as a way to support security in Africa mainly based on Leander’s views and partly on Singer’s points. Then the review will analyze factors contributing to the negative side of PMCs, especially in Darfur’s case a nd in Iraq’s case. Leander recognizes the paradoxical situation faces by employing private military companies’ forces to solve the security problems in Africa. As a matter of fact, the line between public and private security orders in weak African states has already been blurred (Leander, 2005, p.606). Private forces are inevitable actors in those African states, thus on the one hand, it is argued that encouraging PMCs in Africa is able to restore the order. In the special case of weak African states, the poor conditions and frequent conflicts call for such a â€Å"force multiplier† as the PMCs. Leader concludes four reasons that PMCs should be considered to organize the chaos in Africa. First, PMCs are external forces to break the cycles of violence in Africa (Leander, 2005, p.607). T... ...ch PMCs played important role in many major combat, while PMCs fill the gap between U.S army and locals and maintain the reconstruction projects after war, democracy issues also need to be considered. The hiring of PMCs is mostly directly through government and military forces, which means citizens can be easily excluded from the decision process when their money are spent on buying military services, possibly, to invade another country. Therefore, to conclude, the emergence of PMCs as crucial roles in Africa is an inevitable course. The wars do not find PMCs, but PMCs find wars and sell themselves. They will be frequent actors in the combat which can maintain and improve the local security. While on the contrary, to build a mature and secure system for PMCs, a lot more unstable factors need to be taken into consideration by international and national actors.

Defending Prospero in Shakespeares The Tempest Essay -- Tempest essay

Defending Prospero in The Tempest      Ã‚   In William Shakespeare's The Tempest, the character of Prospero brings about a great deal of debate. Modern literary critics are quick to use him as a poster child for English colonial practice in the sixteenth and seventeenth century. Many see him as person who desires complete control of everything around him from the fish-like monster Caliban to his spirit servant Ariel, even his own daughter Miranda. Others believe that Prospero's sole motive is revenge on his brother Antonio and those associated with the established power in Naples and Milan. Taken out of context, these are reasonable conclusions. However, in the development of the play, it is quite clear that these critics are incorrect. Shakespeare does not use Prospero as the symbol of European expansion westward and although Prospero is quite powerful, he is not a power hungry egomaniac. Instead, Prospero is the very figure of a noble father. He loves his daughter so much that he sacrifices everything to give her th e best opportunities for a good life. He is the slave of duty, working for the good of his people. His desire for revenge is also clearly not a motivation as he finds the strength to forgive his brother at the play's conclusion. Therefore it seems that Shakespeare's character is not being used to show the dark side of humanity, but rather the nobility of humanity and the model of a seventeenth century father.    When it comes to Miranda, Prospero can never do enough for her. Prospero's second lines states, "I have done nothing but in care of thee, of thee, my dear one, thee, my daughter" (Prospero, I, ii, 19-20). Although this line can be interpreted many ways, even as an outright lie, the assumption has to b... ...ritical Study. " 336-82. Cambridge: Cambridge UP, 1991.    Curry, Walter C. "The Characters of Shakespeare's The Tempest," Early Early Modern Literary Studies. Vers. 5.1. May 1999.    Dzelzainis, Martin. "Shakespeare and Political Thought." A Companion to Shakespeare. Ed.   David Scott Kastan. Massachusetts: Blackwell Publishers Ltd., 1999. 100-116.    Gervinus, G.G. "A review of The Tempest." Shakespeare Commentaries. (1877):787-800. Rpt.   Scott. 304-307.    Sacks, David Harris. "Political Culture." A Companion to Shakespeare. Ed. David Scott   Kastan. Massachusetts: Blackwell Publishers Ltd., 1999. 100-116.    Shakespeare, William. The Tempest. Ed. Rex Gibson. Cambridge: Cambridge UP, 1995.    Snider, Denton J. "A review of The Tempest." The Shakespearian Drama a Commentary: The Comedies. (1890). Rpt. Scott. 320-324.   

Language and Taboo Essay

Dear Sir or Madam, I am writing this letter to complain about the episode 3 from the Season 13 of Modern Family where the small girl Lilly uses the f-word over and over again. This is unacceptable and inappropriate! I as a parent don’t want my child to hear the vulgar language on TV. TV programs have a special kind of effect on the children. This is so because they find the TV actors to be their role models. They want to wear the same clothes, act the same way and even talk the same way – basically live up to them. That’s why the script writers of the Modern Family need to be use appropriate word to express the ideas. I fully acknowledge that the f-word was used on purpose. If there is no other way to make the show funny, but to use inappropriate words, then I am sorry. But you need to keep in mind that the show is for the whole family to watch. I am so loud about this issue because a serious problem rose up in our family after watching the episode. Me and my family were all sitting in our living room and watching â€Å"Modern family†. When Lilly dropped the f-bomb, my younger son started laughing hard. As soon as the episode finished, he got up and stated: â€Å"What a f****ing good show it was. It was f****ing funny†. I was left speechless. Me and my wife had an hour long talk with him to explain how bad the f-word is and that he cannot use it in any circumstances. After listening for the hour-long harassment he turned to me and kindly asked â€Å"Dad, why can’t I use that bad word if Lilly can? † Dear reader, do you see where I am leading to? Lilly just showed him that using the word is completely okay and that it makes people lough out of it. Lilly’s dad laughed at each every time she pronounced the word. This is not right. That shouldn’t have been the reaction from her dad. This made my younger son Erik think that using the curse language is natural and funny. After watching the last episode yesterday, he got even more interested in watching the next episode. He is anxiously waiting for it because there is a chance of learning some new â€Å"nasty† words. On the other side, as You can assume, I will not stand still and will not allow him to watch the next episode because it is inappropriate for his age. Apparently, one family after another will realize the impact of the show on their children and will stop viewing it. I am sorry to say but You will be at a loss. According to a study by a university, â€Å"children exposed to profanity in the media think that such language is normal, which may reduce their inhibitions about using profanity themselves†. The study has shown that the children who are exposed to the vulgar language more often are more aggressive verbally and even physically. I as a parent don’t want my son to be caught by police because of assaulting someone on the road. Also, Erik can be beaten up by some elder boys if they hear him swearing at them. If anything of this kind happens, the responsibility lies on You! According to another research at the University of Bristol, â€Å"Swearing provokes a physical stress response which will increase the blood pressure level†. If my son starts using the f-word over and over, he might have high pressure and become a physically misbalanced person. None of the parents would like their son or daughter to have high pressure because of watching â€Å"Modern Family†. â€Å"Modern Family† is a show which should reduce the pressure by easing the life. The whole point of the show is to show how the modern family is different from past and make jokes about it. But making a small girl swear gives a complete opposite impression. Being a parent in this situation is a very tough job. It is very important to say the right thing at that moment. If a wrong message is given, then the child may go out of control. We never faced any problems of this kind with our elder son and so it is the first time we are having such a serious and vital conversation at home. For the future episodes please use appropriate language so that we could sit with the whole family and watch the series together again. We used to enjoy doing it. But now I am afraid that we can’t do it anymore due to the fear of inappropriate language. We managed to erase the f-word from the head of our young kid this time, but I am afraid the next time we won’t be able to do it anymore. So, we would plead you to revise your scripts and remove all the inappropriate vocabulary out of it. It is a show for all of us and lets not make fun of the swear words and stay away from them. They are not needed. There are many other ways to make people laugh and I am sure that your editors will be able to come up with some better ways to make people laugh.

KFC Macro Environment Analysis

Principal of Management POM 17 Student: Thuy LE Minh Student number: 31926529 Lecturer: Mr Dipan K Mehta Program manager:Ms Hazel Ong I. Introduction II. SWOT analysis III. Macro- environment analysis IV. Competitive environment analysis V. Application about planning, organizing, leading and controlling VI. Conclusion VII. Recommendations VIII. References I . Introduction There are many fast food companies around the world. KFC is one of the most famous brands in the global fast food industry. KFC stands for Kentucky Fried Chicken that was founded by Colonel Harland Sanders in 1955 with only $105 (â€Å"Colonel Sanders & Kentucky Fried Chicken†, n. d. ). At the beginning, KFC specialized in Original Recipe fried chicken that known as Colonel’s secret recipe. It blends of 11 herbs and spices and completes by using the basic cooking technique. Similar essay: KFC Training and DevelopmentToday, KFC expands their products variedly to serve customer like â€Å"Kentucky Grilled Chicken†, â€Å"Honey BBQ Wings† and â€Å"freshly made chicken sandwiches† (â€Å"About KFC†, n. d. ). Sales volume is an important factor to generate profit in each company. In 1971, more than 2. 7 billion pieces of chicken were sold by KFC; it marked up the sales of more than $2 billion (â€Å"Colonel Sanders & Kentucky Fried Chicken†, n. d. ). In 2008, KFC took 42 percent of the market share in the U. S. chicken quick service restaurant (â€Å"About KFC†, n. d. ). Every day, KFC restaurants prepare meals for 12 million customers in the world.Therefore, KFC’s products has been satisfied many customers around the world. Additionally, the growing number of KFC’s franchises is one of the evidences shows the development of the KFC Cooperation. In 1971, KFC Corporation contained more than 3500 worldwi de franchises compared with more than 600 KFC’s franchises in the U. S and Canada and opened the first oversea outlet in England in 1964 (â€Å"Colonel Sanders & Kentucky Fried Chicken†, n. d ). In 2002, KFC is acquired by Yum! Brands . Today, KFC owns more than 20,000 restaurants within 109 countries around the world (â€Å"About KFC†, n. . ). Started with only $105, KFC now can evaluate as a multi-billion dollars company. This report will clarify some strengths, weaknesses, opportunities and threats of KFC, as well as the external and internal environment, and give some recommendations to help KFC becomes more successful in market. I. SWOT Analysis i. Strengths: * Good reputation, well- trained staff. According to the article â€Å"Brand values / KFC Gold standard qualities guarantee chicken that is so good! â€Å"( n. d. ), KFC ranks the highest in the Singapore and the U. S. Quick Service Restaurant Industry.Additionally, KFC has many loyal customers due t o the fact, everyday KFC serves more than 12 million people. * Delicious and strong trademarks recipes. Until now, KFC is famous for the Original Recipe fried chicken, and impressive KFC slogan is â€Å"Finger Lickin' Good† * Worldwide- recognized brand and a remarkably consistent brand identity The image of Colonel was attracted both children and their parent (Liu, 2008, p. 69). Furthermore, Liu (2008) states that Colonel’s humorousness attracts children and their parents put their trust in Colonel’s products. Strong capital position Yum! Brands Inc. which earned $ 11 billion in 2008 are controlling KFC, (â€Å"About KFC†, n. d. ) * Following C. H. A. M. P. S system (Liu,2008, p. 65) C- Cleanliness H- Hospitality A- Accuracy M- Maintenance P- Product Quality S- Speed * Good advertising campaign Weekly one KFC commercial can attract nearly 185 million people to see (â€Å"About KFC†, n. d. ). * Convenient locations, it is easy to access to KFC†™s restaurants. ii. Weaknesses: * Products tend to be close substitutes in the market. * In the past, KFC did use the oils contain Trans fats. Fonda, 2006) * Too many stores can lead to poor quality services ( Tice , 2010) * Unhealthy and fattening food (Cain, 2009) * Lack of providing food’s information ( KFC Singapore did not mention sugar or salt level ) (Macmullan, 2009, p. 31) iii. Opportunities: * Trend towards fast-food because it is delicious, quick and cheap ( Schlosser, 2001) * Consumers are curious about Western foods. (Liu,2008) * Chinese market is considered as the world’s fastest growing economy, KFC can choose this potential market to invest more restaurants. â€Å"Hailing China as World’s Fastest Growing Economy, Secretary-General Urges Chinese Government to Put Greater Emphasis on Social Equity, Environmental Sustainability†, 2010) * The increasing in number of young generation is tremendous. iv. Threats * Risk of new entrants due to lo w entry barrier (Luo, 2000) * Liu (2008) points out that avian flu reduced dramatically number of sale in fast food industry which always focus on chicken. * The growing trend of healthy food against fast food increase strongly. Davis (2002) states that eating fast food affects negatively to people’s health so people should say no to fast food.II. Macro- environment analysis i. Laws and Politics Singapore government controls over all companies and businesses. According to the article â€Å"Singapore Rankings†, 2012, intellectual property has the strongest security over Asian countries. Additionally, Singapore is the least dispassionate country in Asia. Corruption in Singapore’s economy is limited to minimum. In order to develop the economy, the government enacts many laws and regulations to â€Å"having the most open economy for international trade and investment â€Å"(â€Å"Singapore Rankings†, 2012).According to the article â€Å"Ease of doing busin ess in Singapore†, (n. d. ), starting a business need 3 days includes online registration with ACRA, company seal making, and work with Work Injury Compensation Insurance. Additionally, business opened in Singapore must follow â€Å"Companies Act†. ii. The Economy Singapore is considered as a top location for investment in the world, according to the article â€Å"Singapore Rankings†,2012. According to â€Å"Overview†, (2006), Singapore rated as â€Å"a solid macro economy in the world†, which is one of the most important factor in order to determine an economy.MAS- Monetary Authority of Singapore tries to keep inflation rates low, in order to keep value for the currency (â€Å"Singapore's exchange rate policy†, 2011, p. 15). CPI stands for The Consumer Price Index. In 2011, Singapore’s CPI was 5. 4% due to higher prices for accommodation, a significant increase in fuel and food (Huang, 2011). GDP is another measure of inflation, which stands for Gross Domestic Product was 5% growth in 2011. The Singapore’s economy can face with many difficulties due to the change in global economy. iii. TechnologyJohnson (1996) mentions that Singapore owns the best quality of the employees in Asian countries. They are literate and good at using computers. Thank for the development of IT in Singapore, KFC can be more easily generate their business here, for example, online marketing or online food ordering. In addition, telecommunications such as phones or mobile phones are developing rapidly in Singapore. Therefore, KFC can contact with their customers by phone or order food by using phone. v. Demographics According to the article â€Å"Population trends 2011† , (2011, p. 1), Singapore had 5. 8 million people at the end of 2011. It was 2. 5 times bigger than 2. 1 million people were at the end of 1970. Total population in Singapore includes both residents and non- residents. Between 2010 and 2011, total number of c itizens increased 0. 8%, and non – residents increased 6. 9 %. Therefore, people who went to Singapore to work or study were a significant factor contributed for Singapore’s population. According to the article â€Å"About KFC† (n. d. ), KFC focus on family and friends of all ages. However, between 2000and 2010 , there was slightly reduced in number of married people ( from 61. % down to 59. 4%) (â€Å"Population trends 2011†,2011,p. 1). It can affect negatively to KFC business. However, according to the article â€Å"Population trends 2011† , (2011, p. 7), the proportion of children who under 15 year sold took 20% up to 24% in 2011, these factor could positively affect to KFC business in Singapore. Due to the reason is that when a family goes out, their children will decide what places or restaurants to eat (Liu, 2008, p. 69). In Singapore, Chinese are the majority amongst other ethnic groups like: Malaysians, Indians and so on (â€Å"Population trends 2011†, 2011,p. 29).Additionally, KFC has a strong position in Chinese’s mind because of KFC considered as more â€Å"Chinese† performance than other brands (Liu, 2008, p. 70). So, KFC will face more advantages when expand their business in Singapore. On the other hand, Singapore has well- trained workforce as well as the best skilled labour in Asia, so it will provide good skilled employees for KFC . iv. Social Issue and the Natural Environment According to the article â€Å"Food and Beverage work group report†,(n. d. , p. 54), societal trend towards eating outside rather cooking and eating at home amongst Singaporeans.So, it creates more chance for Food and Beverage services expand its business. For instance, in 2008 there were 306 new fast food outlets were established compared with more 376 new outlets were opened in Singapore (â€Å"Economic Surveys Series†, 2011, p. 7). III Competitive environment analysis i. Competitors: KFC must compet e with many direct competitors in the global fast food industry. For example, Burger King, BBQ, Mc Donald’s, Wendy’s and so on. All of them are strong rivals based on their ability to gain market share, as well as their ambition to become the leader of the fast food industry.Additionally, fast food industry is saturated. Products are not easily differentiated. Almost of all fast food, restaurants currently lack of product differentiation. Their menu contains small types of foods such as hamburgers, chicken, french-fries. Therefore, some customers may feel difficult to eat these types of foods frequently. In order to compete with other strong rivals in the market, even it is difficult; KFC tried their best to distinguish their products. For example, pop corn chicken, egg tarts and so on.Based on lacking of product differentiation, as well as tremendous increase in competitors, fast food industry is control by Red Ocean Strategy recently. ii. New entrants: The threats of entry are quite high for fast food industry in general. Capital requirements are one of important factors, Jekanowski (1999, p. 15) shows that 2 main huge parts of company’s expense are cost of materials and employee’s salaries. In order to open some fast food outlets, company must consider some other factors such as rental cost, marketing, utilities and so on. iii. Substitutes and Complements:In consumers’ opinion, fast food attracts them because it is convenient, tasty, and cheap. However, nowadays, many research papers show the negative impact of eating fast food on health and encourage people to limit fast food consumption ( Schlosser, 2001) . KFC have to face with significant substitutes due to some companies who focus on healthier food but also low price strategy will adapt strongly to customer’s demand. iv. Customers: KFC aims to final customers. Schlosser (2000) states that nowadays, many women go to work, instead of cooking at home traditionally , fast food helps them to prepare meals for family.Furthermore, half of their food spending is for fast-food restaurants. Once again, the trend of eating outside amongst Singaporeans creates more chance for KFC expand their business especially in Singapore (â€Å"Food and Beverage work group report†, n. d. , p. 54). Additionally, a quarter of Americans select fast food for their meals every day ( Ransohoff, n. d. ). Therefore, KFC has many potential customers in order to satisfy those people and gets interest back. v. Suppliers: Bargaining power of suppliers is quite low due to some reasons. First, fast food industry especially KFC restaurants require common materials for producing.For example, chicken, breads, beef, potatoes and so on. Therefore, these materials are available and low cost of purchase. Secondly, there are many suppliers provide those stuff want to cooperate with KFC which means ability to raise prices can be limited. Table 1: Competitive environment analysis based on Porter’s Five Forces Porter’s Five Forces| Environmental Factor| Unattractive| Attractive| Competitors| x| | Threat of entry| x| | Substitutes| x| | Suppliers| | x|Customers| | x| V. Application about planning, organizing, leading and controlling i. Application about planning: One of KFC’s weaknesses is poor quality of service. Therefore, KFC may set their goals to increase customer satisfaction in 1 month. Then, KFC can achieve that goal by providing staff training workshops. They should know more about consumer behavior, and customer psychology in order to satisfy customer’s needs. These information can support by people who have good knowledge about customers. After these workshops, KFC should collect customer’s feedback whether staff perform better or not. ii.Application about organizing: KFC focus on satisfy customers to generate profits and improve its reputation. Each department includes in KFC have to respond its function to achiev e company’s goals. Departments such as marketing department, production department have their own leader like marketing manager, production manager, respectively. KFC must make sure that all of their department not only finish their tasks but also coordinate with other departments. Therefore, KFC need a good organizational structure to achieve its goals. For example, marketing managers need to plan a promotion campaign to introduce new products.They must cooperate with finance departments to determine the promotion budget. So, integration coordinates labor’s efficiency iii. Application about leading: KFC can choose relationship-motivated leadership style to control company. As a result, managers should build good relationships with employees, narrow the distance between managers and workers. Managers should care more about workers, satisfy their needs, and show company’s respectability toward employees. For example, managers can give more bonuses for workers in order to encourage them to finish their duty perfectly. iv. Application about controlling:KFC should follow clan control to achieve its targets. The managers should discuss with followers to make decision. For example, chiefs, cashiers and waiters who have more chances to communicate with customers can contribute many worthy ideas. Conclusion: This report mentions SWOT analysis, macro-environment analysis focus on Singapore, and competitive-environment analysis of KFC in Singapore then give some recommendations. KFC has good brand image in customers’ mind. However, KFC lacks of product differentiation amongst their strong competitors. The change in demographic can affect positively to fast food industry especially KFC.On the other hand, the trend towards healthy food can against the development of fast food. The macro environment focuses on five mains parts which are Law and politics, economy, technology, social issues and demographic. In Singapore, government open their laws and regulations to attract overseas investment. Moreover, the economy in Singapore is quite stable, with the development of technology help Singapore become a potential market for KFC. Moreover, Singaporeans prefer eating outside rather than cooking at home is one of the advantages for the development of KFC in Singapore.The competitive environment mentions five factors are competitors, threat of entrants, suppliers, customers, and substitutes. KFC has to face with many currently strong competitors, as well as new rivals. However, KFC lacks of its products differentiation. Some actions can help KFC in order to achieve good management through process of planning, organizing, leading and controlling. In conclusion, KFC is invited a really potential market especially in Singapore, they should develop their advantages as well as limit the disadvantages as much as possible to satisfy customers. Recommendation:In order to gain more customers satisfaction, KFC can do some renovations. Fir st, KFC should make differentiated products to compete with its rivals. For example, create new menu contains vegetarian food besides normal menu. Additionally, provides food in a variety of food sources like pork, lamb and so on. Secondly, KFC can give customer reward points for purchasing KFC’s products to get customer loyalty. Furthermore, birthday cards or small gift in customer’s birthday can build a better relationship. KFC can increase its sale volume and advertise its brand widely by running corporate discounts with its complements such as Pepsi, and Nestle.Last but not least, KFC need to care more about their customers by gathering customer’s information. Therefore, it is easier to collect their feedback as well as do customer loyalty program. All of these things above need a strong finance to support, however, its benefit definitely outweigh its cost. | ReferencesAbout KFC. (n. d. ). KFCfranchise. Retrieved March 9, 2012, from http://www. kfcfranchise. com/about-KFC-fried-chicken-business. phpBrand values / KFC Gold standard qualities guarantee chicken that is so good! . (n. d. ). KFC. Retrieved March 9, 2012, from http://kfc. com. g/about-us-goldstandard. phpCain, S. (2009, June 14). The worst restaurant of the year award goes to Kentucky Fried Chicken. The Health Wyze Report. Retrieved March 9, 2012, from http://healthwyze. org/index. php/component/content/article/134-the-worst-restaurant-of-the-year-award-goes-to-kentucky-fried-chicken-kfc. htmlColonel Sanders ; Kentucky Fried Chicken. (n. d. ). KFC. Retrieved March 9, 2012, from http://www. kfc. com. sg/about-us-milestone. phpDavis, L. (2002). Application of nutrition in the industry. In Hospitality Industry Handbook on Nutrition and Menu Planning. (p. 217).South Africa: Juta;Co. Ease of doing business in Singapore. (n. d. ). Doing business. Retrieved March 13, 2012, from http://www. doingbusiness. org/data/exploreeconomies/singapore/#starting-a-businessEconomic Surveys Serie s. (2011, November 24). Statistics Singapore. Retrieved March 12, 2012, from http://www. singstat. gov. sg/stats/themes/economy/biz/fnb. pdfFonda, D. (2006, June 18). KFC's Big Fat Problem. Time. Retrieved from http://www. time. com/time/magazine/article/0,9171,1205379,00. htmlFood and Beverage work group report. (n. d. ). Ministry of Trade and Industry. Retrieved March 12, 2012, from

Foundation and Empire 22. Death On Neotrantor

NEOTRANTOR The small planet of Delicass, renamed after the Great Sack, was for nearly a century, the seat of the last dynasty of the First Empire. It was a shadow world and a shadow Empire and its existence is only of legalistic importance. Under the first of the Neotrantorian dynasty†¦ Encyclopedia Galactica Neotrantor was the name! New Trantor! And when you have said the name you have exhausted at a stroke all the resemblances of the new Trantor to the great original. Two parsecs away, the sun of Old Trantor still shone and the Galaxy's Imperial Capital of the previous century still cut through space in the silent and eternal repetition of its orbit. Men even inhabited Old Trantor. Not many – a hundred million, perhaps, where fifty years before, forty billions had swarmed. The huge, metal world was in jagged splinters. The towering thrusts of the multi-towers from the single world-girdling base were torn and empty – still bearing the original blastholes and firegut – shards of the Great Sack of forty years earlier. It was strange that a world which had been the center of a Galaxy for two thousand years – that had ruled limitless space and been home to legislators and rulers whose whims spanned the parsecs – could die in a month. It was strange that a world which had been untouched through the vast conquering sweeps and retreats of a millennia, and equally untouched by the civil wars and palace revolutions of other millennia – should lie dead at last. It was strange that the Glory of the Galaxy should be a rotting corpse. And pathetic! For centuries would yet pass before the mighty works of fifty generations of humans would decay past use. Only the declining powers of men, themselves, rendered them useless now. The millions left after the billions had died tore up the gleaming metal base of the planet and exposed soil that had not felt the touch of sun in a thousand years. Surrounded by the mechanical perfections of human efforts, encircled by the industrial marvels of mankind freed of the tyranny of environment – they returned to the land. In the huge traffic clearings, wheat and corn grew. In the shadow of the towers, sheep grazed. But Neotrantor existed – an obscure village of a planet drowned in the shadow of mighty Trantor, until a heart-throttled royal family, racing before the fire and flame of the Great Sack sped to it as its last refuge – and held out there, barely, until the roaring wave of rebellion subsided. There it ruled in ghostly splendor over a cadaverous remnant of Imperium. Twenty agricultural worlds were a Galactic Empire! Dagobert IX, ruler of twenty worlds of refractory squires and sullen peasants, was Emperor of the Galaxy, Lord of the Universe. Dagobert IX had been twenty-five on the bloody day he arrived with his father upon Neotrantor. His eyes and mind were still alive with the glory and the power of the Empire that was. But his son, who might one day be Dagobert X, was born on Neotrantor. Twenty worlds were all he knew. Jord Commason's open air car was the finest vehicle of its type on all Neotrantor – and, after all, justly so. It did not end with the fact that Commason was the largest landowner on Neotrantor. It began there. For in earlier days he had been the companion and evil genius of a young crown prince, restive in the dominating grip of a middle-aged emperor. And now he was the companion and still the evil genius of a middle-aged crown prince who hated and dominated an old emperor. So Jord Commason, in his air car, which in mother-of-pearl finish and gold-and-lumetron ornamentation needed no coat of arms as owner's identification, surveyed the lands that were his, and the miles of rolling wheat that were his, and the huge threshers and harvesters that were his, and the tenant-farmers and machine-tenders that were his – and considered his problems cautiously. Beside him, his bent and withered chauffeur guided the ship gently through the upper winds and smiled. Jord Commason spoke to the wind, the air, and the sky, â€Å"You remember what I told you, Inchney?† Inchney's thin gray hair wisped lightly in the wind. His gap-toothed smile widened in its thin-lipped fashion and the vertical wrinkles of his cheeks deepened as though he were keeping an eternal secret from himself. The whisper of his voice whistled between his teeth. â€Å"I remember, sire, and I have thought.† â€Å"And what have you thought, Inchney?† There was an impatience about the question. Inchney remembered that he had been young and handsome, and a lord on Old Trantor. Inchney remembered that he was a disfigured ancient on Neotrantor, who lived by grace of Squire Jord Commason, and paid for the grace by lending his subtlety on request. He sighed very softly. He whispered again, â€Å"Visitors from the Foundation, sire, are a convenient thing to have. Especially, sire, when they come with but a single ship, and but a single fighting man. How welcome they might be.† â€Å"Welcome?† said Commason, gloomily. â€Å"Perhaps so. But those men are magicians and may be powerful.† â€Å"Pugh,† muttered Inchney, â€Å"the mistiness of distance hides the truth. The Foundation is but a world. Its citizens are but men. If you blast them, they die.† Inchney held the ship on its course – A river was a winding sparkle below. He whispered, â€Å"And is there not a man they speak of now who stirs the worlds of the Periphery?† Commason was suddenly suspicious. â€Å"What do you know of this?† There was no smile on his chauffeur's face. â€Å"Nothing, sire. It was but an idle question.† The squire's hesitation was short. He said, with brutal directness, â€Å"Nothing you ask is idle, and your method of acquiring knowledge will have your scrawny neck in a vise yet. But – I have it! This man is called the Mule, and a subject of his had been here some months ago on a†¦ matter of business. I await another†¦ now†¦ for its conclusion.† â€Å"And these newcomers? They are not the ones you want, perhaps?† â€Å"They lack the identification they should have.† â€Å"It has been reported that the Foundation has been captured-â€Å" â€Å"I did not tell you that.† â€Å"It has been so reported,† continued Inchney, coolly, â€Å"and if that is correct, then these may be refugees from the destruction, and may be held for the Mule's man out of honest friendship.† â€Å"Yes?† Commason was uncertain. â€Å"And, sire, since it is well-known that the friend of a conqueror is but the last victim, it would be but a measure of honest self-defense. For there are such things as psychic probes, and here we have four Foundation brains. There is much about the Foundation it would be useful to know, much even about the Mule. And then the Mule's friendship would be a trifle the less overpowering.† Commason, in the quiet of the upper air, returned with a shiver to his first thought. â€Å"But if the Foundation has not fallen. If the reports are lies. It is said that it has been foretold it can not fall.† â€Å"We are past the age of soothsayers, sire.† â€Å"And yet if it did not fall, Inchney. Think! If it did not fall. The Mule made me promises, indeed-† He had gone too far, and backtracked. â€Å"That is, he made boasts. But boasts are wind and deeds are hard.† Inchney laughed noiselessly. â€Å"Deeds are hard indeed, until begun. One could scarcely find a further fear than a Galaxy-end Foundation.† â€Å"There is still the prince,† murmured Commason, almost to himself. â€Å"He deals with the Mule also, then, sire?† Commason could not quite choke down the complacent shift of features. â€Å"Not entirely. Not as I do. But he grows wilder, more uncontrollable. A demon is upon him. If I seize these people and he takes them away for his own use – for he does not lack a certain shrewdness – I am not yet ready to quarrel with him.† He frowned and his heavy cheeks bent downwards with dislike. â€Å"I saw those strangers for a few moments yesterday,† said the gray chauffeur, irrelevantly, â€Å"and it is a strange woman, that dark one. she walks with the freedom of a man and she is of a startling paleness against the dark luster of hair.† There was almost a warmth in the husky whisper of the withered voice, so that Commason turned toward him in sudden surprise. Inchney continued, â€Å"The prince, I think, would not find his shrewdness proof against a reasonable compromise. You could have the rest, if you left him the girl-â€Å" A light broke upon Commason, â€Å"A thought! Indeed a thought! Inchney, turn back! And Inchney, if all turns well, we will discuss further this matter of your freedom.† It was with an almost superstitious sense of symbolism that Commason found a Personal Capsule waiting for him in his private study when he returned. It had arrived by a wavelength known to few. Commason smiled a fat smile. The Mule's man was coming and the Foundation had indeed fallen. Bayta's misty visions, when she had them, of an Imperial palace, did not jibe with the reality, and inside her, there was a vague sense of disappointment. The room was small, almost plain, almost ordinary. The palace did not even match the mayor's residence back at the Foundation – and Dagobert IX – Bayta had definite ideas of what an emperor ought to look like. He ought not look like somebody's benevolent grandfather. He ought not be thin and white and faded – or serving cups of tea with his own hand in an expressed anxiety for the comfort of his visitors. But so it was. Dagobert IX chuckled as he poured tea into her stiffly outheld cup. â€Å"This is a great pleasure for me, my dear. It is a moment away from ceremony and courtiers. I have not had the opportunity for welcoming visitors from my outer provinces for a time now. My son takes care of these details now that I'm older. You haven't met my son? A fine boy. Headstrong, perhaps. But then he's young. Do you care for a flavor capsule? No?† Toran attempted an interruption, â€Å"Your imperial majesty-â€Å" â€Å"Yes?† â€Å"Your imperial majesty, it has not been our intention to intrude upon you-â€Å" â€Å"Nonsense, there is no intrusion. Tonight there will be the official reception, but until then, we are free. Let's see, where did you say you were from? It seems a long time since we had an official reception. You said you were from the Province of Anacreon?† â€Å"From the Foundation, your imperial majesty!† â€Å"Yes, the Foundation. I remember now. I had it located. It is in the Province of Anacreon. I have never been there. My doctor forbids extensive traveling. I don't recall any recent reports from my viceroy at Anacreon. How are conditions there?† he concluded anxiously. â€Å"Sire,† mumbled Toran, â€Å"I bring no complaints.† â€Å"That is gratifying. I will commend my viceroy.† Toran looked helplessly at Ebling Mis, whose brusque voice rose. â€Å"Sire, we have been told that it will require your permission for us to visit the Imperial University Library on Trantor.† â€Å"Trantor?† questioned the emperor, mildly, â€Å"Trantor?† Then a look of puzzled pain crossed his thin face. â€Å"Trantor?† he whispered. â€Å"I remember now. I am making plans now to return there with a flood of ships at my back. You shall come with me. Together we will destroy the rebel, Gilmer. Together we shall restore the empire!† His bent back had straightened. His voice had strengthened. For a moment his eyes were hard. Then, he blinked and said softly, â€Å"But Gilmer is dead. I seem to remember – Yes. Yes! Gilmer is dead! Trantor is dead – For a moment, it seemed – Where was it you said you came from?† Magnifico whispered to Bayta, â€Å"Is this really an emperor? For somehow I thought emperors were greater and wiser than ordinary men.† Bayta motioned him quiet. She said, â€Å"If your imperial majesty would but sign an order permitting us to go to Trantor, it would avail greatly the common cause.† â€Å"To Trantor?† The emperor was blank and uncomprehending. â€Å"Sire, the Viceroy of Anacreon, in whose name we speak, sends word that Gilmer is yet alive-â€Å" â€Å"Alive! Alive!† thundered Dagobert. â€Å"Where? It will be war!† â€Å"Your imperial majesty, it must not yet be known. His whereabouts are uncertain. The viceroy sends us to acquaint you of the fact, and it is only on Trantor that we may find his hiding place. Once discovered-â€Å" â€Å"Yes, yes – He must be found-† The old emperor doddered to the wall and touched the little photocell with a trembling finger. He muttered, after an ineffectual pause, â€Å"My servants do not come. I can not wait for them.† He was scribbling on a blank sheet, and ended with a flourished â€Å"D.† He said, â€Å"Gilmer will yet learn the power of his emperor. Where was it you came from? Anacreon? What are the conditions there? Is the name of the emperor powerful?† Bayta took the paper from his loose fingers, â€Å"Your imperial majesty is beloved by the people. Your love for them is widely known.† â€Å"I shall have to visit my good people of Anacreon, but my doctor says†¦ I don't remember what he says, but-† He looked up, his old gray eyes sharp, â€Å"Were you saying something of Gilmer?† â€Å"No, your imperial majesty.† â€Å"He shall not advance further. Go back and tell your people that. Trantor shall hold! My father leads the fleet now, and the rebel vermin Gilmer shall freeze in space with his regicidal rabble.† He staggered into a seat and his eyes were blank once more. â€Å"What was I saying?† Toran rose and bowed low, â€Å"Your imperial majesty has been kind to us, but the time allotted us for an audience is over. â€Å" For a moment, Dagobert IX looked like an emperor indeed as he rose and stood stiff-backed while, one by one, his visitors retreated backward through the door – to where twenty armed men intervened and locked a circle about them. A hand-weapon flashed- To Bayta, consciousness returned sluggishly, but without the â€Å"Where am I?† sensation. She remembered clearly the odd old man who called himself emperor, and the other men who waited outside. The arthritic tingle in her finger joints meant a stun pistol. She kept her eyes closed, and listened with painful attention to the voices. There were two of them. One was slow and cautious, with a slyness beneath the surface obsequity. The other was hoarse and thick, almost sodden, and blurted out in viscous spurts. Bayta liked neither. The thick voice was predominant. Bayta caught the last words, â€Å"He will live forever, that old madman. It wearies me. It annoys me. Commason, I will have it. I grow older, too.† â€Å"Your highness, let us first see of what use these people are. It may be we shall have sources of strength other than your father still provides.† The thick voice was lost in a bubbling whisper. Bayta caught only the phrase, † -the girl-† but the other, fawning voice was a nasty, low, running chuckle followed by a comradely, near-patronizing, â€Å"Dagobert, you do not age. They lie who say you are not a youth of twenty.† They laughed together, and Bayta's blood was an icy trickle. Dagobert – your highness – The old emperor had spoken of a headstrong son, and the implication of the whispers now beat dully upon her. But such things didn't happen to people in real life- Toran's voice broke upon her in a slow, hard current of cursing. She opened her eyes, and Toran's, which were upon her, showed open relief. He said, fiercely, â€Å"This banditry will be answered by the emperor. Release us.† It dawned upon Bayta that her wrists and ankles were fastened to wall and floor by a tight attraction field. Thick Voice approached Toran. He was paunchy, his lower eyelids puffed darkly, and his hair was thinning out. There was a gay feather in his peaked hat, and the edging of his doublet was embroidered with silvery metal-foam. He sneered with a heavy amusement. â€Å"The emperor? The poor, mad emperor?† â€Å"I have his pass. No subject may hinder our freedom.† â€Å"But I am no subject, space-garbage. I am the regent and crown prince and am to be addressed as such. As for my poor silly father, it amuses him to see visitors occasionally. And we humor him. It tickles his mock-imperial fancy. But, of course, it has no other meaning.† And then he was before Bayta, and she looked up at him contemptuously. He leaned close and his breath was overpoweringly minted. He said, â€Å"Her eyes suit well, Commason – she is even prettier with them open. I think she'll do. It will be an exotic dish for a jaded taste, eh?† There was a futile surge upwards on Toran's part, which the crown prince ignored and Bayta felt the iciness travel outward to the skin. Ebling Mis was still out; head lolling weakly upon his chest, but, with a sensation of surprise, Bayta noted that Magnifico's eyes were open, sharply open, as though awake for many minutes. Those large brown eyes swiveled towards Bayta and stared at her out of a doughy face. He whimpered, and nodded with his head towards the crown prince, â€Å"That one has my Visi-Sonor.† The crown prince turned sharply toward the new voice, â€Å"This is yours, monster?† He swung the instrument from his shoulder where it had hung, suspended by its green strap, unnoticed by Bayta. He fingered it clumsily, tried to sound a chord and got nothing for his pains, â€Å"Can you play it, monster?† Magnifico nodded once. Toran said suddenly, â€Å"You've rifled a ship of the Foundation. If the emperor will not avenge, the Foundation will.† It was the other, Commason, who answered slowly, â€Å"What Foundation? Or is the Mule no longer the Mule?† There was no answer to that. The prince's grin showed large uneven teeth. The clown's binding field was broken and he was nudged ungently to his feet. The Visi-Sonor was thrust into his hand. â€Å"Play for us, monster,† said the prince. â€Å"Play us a serenade of love and beauty for our foreign lady here. Tell her that my father's country prison is no palace, but that I can take her to one where she can swim in rose water – and know what a prince's love is. Sing of a prince's love, monster.† He placed one thick thigh upon a marble table and swung a leg idly, while his fatuous smiling stare swept Bayta into a silent rage. Toran's sinews strained against the field, in painful, perspiring effort. Ebling Mis stirred and moaned. Magnifico gasped, â€Å"My fingers are of useless stiffness-â€Å" â€Å"Play, monster!† roared the prince. The lights dimmed at a gesture to Commason and in the dimness he crossed his arms and waited. Magnifico drew his fingers in rapid, rhythmic jumps from end to end of the multikeyed instrument – and a sharp, gliding rainbow of light jumped across the room. A low, soft tone sounded – throbbing, tearful. It lifted in sad laughter, and underneath it there sounded a dull tolling. The darkness seemed to intensify and grow thick. Music reached Bayta through the muffled folds of invisible blankets. Gleaming light reached her from the depths as though a single candle glowed at the bottom of a pit. Automatically, her eyes strained. The light brightened, but remained blurred. It moved fuzzily, in confused color, and the music was suddenly brassy, evil – flourishing in high crescendo. The light flickered quickly, in swift motion to the wicked rhythm. Something writhed within the light. Something with poisonous metallic scales writhed and yawned. And the music writhed and yawned with it. Bayta struggled with a strange emotion and then caught herself in a mental gasp. Almost, it reminded her of the time in the Time Vault, of those last days on Haven. It was that horrible, cloying, clinging spiderweb of horror and despair. She shrunk beneath it oppressed. The music dinned upon her, laughing horribly, and the writhing terror at the wrong end of the telescope in the small circle of light was lost as she turned feverishly away. Her forehead was wet and cold. The music died. It must have lasted fifteen minutes, and a vast pleasure at its absence flooded Bayta. Light glared, and Magnifico's face was close to hers, sweaty, wild-eyed, lugubrious. â€Å"My lady,† he gasped, â€Å"how fare you?† â€Å"Well enough,† she whispered, â€Å"but why did you play like that?† She became aware of the others in the room. Toran and Mis were limp and helpless against the wall, but her eyes skimmed over them. There was the prince, lying strangely still at the foot of the table. There was Commason, moaning wildly through an open, drooling mouth. Commason flinched, and yelled mindlessly, as Magnifico took a step towards him. Magnifico turned, and with a leap, turned the others loose. Toran lunged upwards and with eager, taut fists seized the landowner by the neck, â€Å"You come with us. We'll want you – to make sure we get to our ship.† Two hours later, in the ship's kitchen, Bayta served a walloping homemade pie, and Magnifico celebrated the return to space by attacking it with a magnificent disregard of table manners. â€Å"Good, Magnifico?† â€Å"Um-m-m-m!† â€Å"Magnifico?† â€Å"Yes, my lady?† â€Å"What was it you played back there?† The clown writhed, â€Å"I†¦ I'd rather not say. I learned it once, and the Visi-Sonor is of an effect upon the nervous system most profound. Surely, it was an evil thing, and not for your sweet innocence, my lady.† â€Å"Oh, now, come, Magnifico. I'm not as innocent as that. Don't flatter so. Did I see anything like what they saw?† â€Å"I hope not. I played it for them only. If you saw, it was but the rim of it – from afar.† â€Å"And that was enough. Do you know you knocked the prince out?† Magnifico spoke grimly through a large, muffling piece of pie. â€Å"I killed him, my lady.† â€Å"What?† She swallowed, painfully. â€Å"He was dead when I stopped, or I would have continued. I cared not for Commason. His greatest threat was death or torture. But, my lady, this prince looked upon you wickedly, and-† he choked in a mixture of indignation and embarrassment. Bayta felt strange thoughts come and repressed them sternly. â€Å"Magnifico, you've got a gallant soul.† â€Å"Oh, my lady.† He bent a red nose into his pie, but, somehow did not eat. Ebling Mis stared out the port. Trantor was near – its metallic shine fearfully bright. Toran was standing there, too. He said with dull bitterness, â€Å"We've come for nothing, Ebling. The Mule's man precedes us.† Ebling Mis rubbed his forehead with a hand that seemed shriveled out of its former plumpness. His voice was an abstracted mutter. Toran was annoyed. â€Å"I say those people know the Foundation has fallen. I say-â€Å" â€Å"Eh?† Mis looked up, puzzled. Then, he placed a gentle hand upon Toran's wrist, in complete oblivion of any previous conversation, â€Å"Toran, I†¦ I've been looking at Trantor. Do you know†¦ I have the queerest feeling†¦ ever since we arrived on Neotrantor. It's an urge, a driving urge that's pushing and pushing inside. Toran, I can do it; I know I can do it. Things are becoming clear in my mind – they have never been so clear.† Toran stared – and shrugged. The words brought him no confidence. He said, tentatively, â€Å"Mis?† â€Å"Yes?† â€Å"You didn't see a ship come down on Neotrantor as we left?† Consideration was brief. â€Å"No.† â€Å"I did. Imagination, I suppose, but it could have been that Filian ship.† â€Å"The one with Captain Han Pritcher on it?† â€Å"The one with space knows who upon it. Magnifico's information – It followed us here, Mis.† Ebling Mis said nothing, Toran said strenuously, â€Å"is there anything wrong with you? Aren't you well?† Mis's eyes were thoughtful, luminous, and strange. He did not answer.