Two Mad Scientists a Comparison of Hawthorne’s Short...

Contents Contents 2 1. Introduction 3 2. A Comparison of Hawthorne’s Short Stories â€Å"The Birthmark† and 3 â€Å"Rappaccini’s Daughter† 3 3.1 The Role of the Scientist 3 3.2 The Role of the Wife and daughter 4 3.3 Nature vs. Science 5 3. Conclusion 6 Works Cited 7 Honestly Declaration 8 1. Introduction In the main part of the following paper with the topic â€Å"Two Mad Scientists: A Comparison of Nathaniel Hawthorne’s Short Stories â€Å"The Birthmark† and Rappaccini’s Daughter† I will offer a comparison of selected aspects, since the space is limited. First of all I will concentrate on the comparison between Aylmer, the scientist which is presented in†¦show more content†¦Aylmer wants to remove something which is already existent, his wife’s birthmark. In contrast, Dr. Rappaccini modified his daughter with the help of scientific methods from the moment she was born when he connected her life to the poisonous shrub in his garden. 2.1 The Role of the Wife and Daughter Just like the two scientists, the two female characters have several similarities to offer. Both, Georgiana and Beatrice are beautiful women which became victims of the scientific obsession of their husband and father. Georgiana is described as a beautiful woman and also Beatrice is characterized as â€Å"a young girl, arrayed with as much richness of taste as the most splendid of the flowers, beautiful as the day.† After their description of beauty and pureness their ‘mistake’ is revealed. Georgiana carries a hand-shaped birthmark on her cheek, which was loved and cherished by her former lovers, envied by other women but hated by her own husband. Also Beatrice’s dark character treats are revealed when the young Giovanni Guasconti observed her poisonous breath and her relationship to the mysterious shrub. Thus Beatrice can be compared to the flowers in Dr. Rappaccini’s garden; she is beautiful but poisoned. At the end of the short stories both of the young females die and their former beauty and perfection are destroyed. While Georgiana dies after her husband tried to remove her birthmark, Beatrice dies

Sustainable Fashion - 5274 Words

English for Academic Study New edition Writing Course Book Anne Pallant Book map Unit 1 Introduction ­to ­academic ­ writing No source text Unit ­essay (Reflective questionnaire) Skills ­and ­Ã‚ ­ language ­focus ââ€"   Reflecting on the process of academic writing 2 Sustainable ­energy ­ 2a Using waste, Swedish city cuts its fossil fuel use (1) 2b Using waste, Swedish city cuts its fossil fuel use (2) How can alternative sources of energy be harnessed effectively? Getting started: Planning an essay ââ€"   Writing a first draft of an essay ââ€"   Peer evaluation of a first draft ââ€"   Incorporating sources ââ€"   Writing introductions ââ€"   3 The ­business ­of ­science 3a Stop selling out science to commerce 3b Is business bad for†¦show more content†¦Structure ­of ­the ­course ââ€"   ââ€"   ââ€"   ââ€"   Unit ­structure: There are eight units in the book. Each unit explores and/or recycles certain key aspects of academic writing, such as organizing and supporting ideas, or writing in examinations. The development of the skills necessary to succeed in these key aspects occurs within the context of a specific topic area, such as sustainable energy and the business of science. You will have the opportunity to read texts on these and other topics in the accompanying EAS: Reading Writing Source Book. Your writing in any unit will be based on the unit topic. The importance of the context reflects the reality of academic study, where students write about topics and issues within their chosen subject area, and the purpose of writing is directed by the context. Key ­writing ­skills: ­These are explained where it is felt you need specific information on an area of writing. They usually appear at the end of a task, so that you can reflect on the skills, having done the task. Study ­t ips: ­These are included for ease of reference when you are revising what you have studied. They either summarize the outcome of a series of activities, or are a summary of other information contained in the unit. Unit ­summaries: Each unit isShow MoreRelatedSustainable Fashion Essay1880 Words   |  8 Pagesour planet. Diverse concepts have materialized in order to find solutions for the problem. Ecology and sustainable growth have been confirmed to be the main solutions currently. Innovations for sustainable growth include: creation of hybrid cars, recycling and minor discharge of carbon dioxide in factories among others (Christ 23). 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Eco friendly, green, Earth, dirt, recycle, reuse, reduce. It is a word that is being thrown out there a lot. But, what is it really? The real dictionary definition of sustainability is: capable of being sustained, of, relating to, or being a method of harvesting or using a resource so that the resource is not depleted or permanently damaged. In other words, and ones you will actually understand, to be sustainable means that you take out ofRead MoreArt Students On Business Skills And Entrepreneurship1695 Words   |  7 Pagesunderstand and analyse the demands of the art students on business skills and entrepreneurship. London, as the world s fashion capital, is the best place to learn the arts and has many top art colleges (Fashion.telegraph.co.uk, 2015). This contributed to th e fashion industry having a large number of graduates and new resources each year. However, the high tuition fees are not making the fashion industry easily accessible to all of the students. Among them, some of the art students who want to venture intoRead MoreThe Technological Side Of Fashion2188 Words   |  9 Pagesimpacted on the way that people lived their lives. Until this very day aspects of society are continuously changing especially in the world of fashion. The fashion industry is constantly evolving especially both technological and economical aspects. The technological side of fashion has emerged greatly with technology like 3D printers becoming common for fashion brands to use when creating new garments. For example during the winter of 2015 the high street brand Topshop collaborated with Wonderluk, a

The Last Supper Leonardo Da Vinci Essay Example For Students

The Last Supper Leonardo Da Vinci Essay The Last Supper was painted upon the wall of the monastery alU Grazie, at Milan. The place where the picture is painted must first be considered, for here the skill of the artist appears in its most brilliant light. What could be fitter and nobler for a refectory than a parting meal, which should be an object of reverence to the whole world for all future time. Several years ago, when travelling, we beheld this dining-room still undestroyed. Opposite the entrance on tbe narrow side, stood tbe table of tbe prior, on both sides of bim the tables of tbe monks, all of which were raised a step from the floor and when the visitor turned roand, he saw painted on the fourth, above the doors, which are of but mod- erate height, a fourth table, and Christ and his disciples seated at it, as if they belonged to tbe society. At meal times it must have been a telling sight, when tbe tables of the prior and Christ looked upon each other as two opposite pictures, and the monks at their places found themselves enclosed between them. And just on this account the skill of the artist was compelled to take the existing tables of the monks as a pattern. Also, the table-cloth, with its folds still visible with its worked stripes and tied corners, was taken from the wasb-room of tbe monastery. The plates, dishes, cups, and other vessels, are like those which tbe monks used. Here was no attempt at imitating an uncertain antiquated costume ; it would have been highly improper to stretch out the boly company upon cushions in this place. No, tbe picture roust be brought near to the present; Christ must take his lost supper with the Dominicans at Milan. Also, in many other respects, the painting must have produced a great effect; the thirteen figures about ten feet above the Boor, onehalf larger than life-size, take up the space of twenty-eight feet in length. Only two whole figures can be seen at the opposite ends of the table, the rest are half-figures ; and here, too, the artist found hia advan- tage in tbe necessity of the circumstances. Every moral expression belongs to the upper part of tbe body, and tbe feet in such cases are everywhere in tbe way. The artist has created here twelve half-figure «, whose laps and knees are covered by tbo tabic and table-cloth, but whose feet arc scarcely visible in tbe modest twilight be- neath. Let us now imagine ourselves in tbe place ; let us consider the moral repose which prevails in such a monastic dininghall, and let us admire the artist who lias infused into his picture, powerful emotion, passionate movement, and at the same time has kept his work within the bounds of Nature, and thus brings it inclose contrast with the nearest reality. The means of excitement by which the artist arouses the quiet boly group, are tbe words of the Master : â€Å" There is one among you who shall betray me !’* They are spoken—the whole company falls into disquiet; but he inclines bis bead, with looks cast down ; the whole attitude, the motion of the arms, of the hands, everything repeats with heavenly submission tbe unhappy words: Yes, it is not otherwise, there is one among you wbo shall betray me! Before we go fnrthcr, we must point out a happy device whereby Leonardo principally enliveaed his picture; it is the motion of the hands; this device, however, only an Italian could discover. With his nation, tbe whole body is full of anima- tion ; every limb participates in tbe ex- pression of feeling, of passion, even of thought. By various motions and forms of the hand, he expresses: â€Å" What do I  care !—Come hither 1—Thie is a rogue I beware of him!—He shall not live long!—†¢ This is a main point!—Observe this well, my bearers!† To such a national pecu- liarity Leonardo, who observed every char- acteristic point with the closest attention, must have turned bis careful eye. In this respect, tbe present picture is unique, and one can scarcely obscrvo it enough. Every look and movement perfectly correspond, and at the same time there is a combined and contrasted position of the limbs, com- prehensiblo at a glance, and wrought out in the most praiseworthy manner. The figures on both sides of the Saviour considered by threes, and each of these again must be thought into a unity, placed in relation, and still held in con- nection with its neighbors. First, on the right side of Christ, are John, Judas, and Peter. Peter the most distant, in conso- nance with bis violent character, when he bears the word of the Lord, hastens up behind Judas, who, looking up affrighted, bcDds forward ovcrtho table,and bolds with his right band firmly closed, the purse, but with the left makes an involuntary nervous movement, as if he would say: What’s that? What does that mean? In the meanwhile Peter has with his left hand seized the right shoulder of John, who is inclined towards him, and points to Christ, and at the same time urges the beloved disciple to ask who tbe traitor is. He strikes a knife bandle, which he holds in bis right hand, inadvertently into tbe ribs of Judas, whereby the affrighted forward movement, which apeete the saltcellar, is happily brought out. This group may be considered as the one which was first thought out by the artist; it is the most perfect. If now upon tbe right hand of the Lord immediate vengeance is threatened, with a moderate degree of motion, there arises upon his left the liveliest horror and detestation of the treachery. James, the elder, bends back from fear, extends bis arms, stares with bis head bowed down as one who sees before him tbe monster which be has just heard of. Thomas peers from behind hie aboulder, and approaching the Saviour, raises the index of his right hand to bis forehead. Philip, the third of this group, rounds it off in tbe loveliest manner; he has risen, bends toward tbe Master, lays his hands upon bis breast, and declares with tbe greatest clearness : Lord, it is not I! Thou knowest it! Thou secst my pure heart. It is not I! And now, the last three figures of this group givo us new material for thought; they talk with one another about the terri- ble thing which they have just heard. Matthew, with a zealous motion, turns his fnco to the left toward his two companions; his bands, on the contrary, be stretches with rapidity towards his master, and thus, by the most ingenious artifice, unites bis own group with the previous one. Thad- deus shows the most violent surprise, doubt and suspicion ; be has laid his left band open upon the table, and has raised the right in a manner as if be intended to strike bis left band with tbe back of tbe right—a movement which one still sees in men of nature when tbey wish to express at an unexpected occurrence: Have I not said so? Have I not always supposed it ? Simon sits at the end of tbe table, full of dignity—we therefore see bis whole figure; he, the eldest of all, is clothed with rich folds; his countenance and movements show that be is astonished and r eflecting, not excited, scarcely moved. If we now turn our eyes to the opposite end of tbe table, we see Bartholomew, who stands upon bis right foot, with the left crossed over it; be is supporting bis in- clined body by resting both bands firmly upon the table. He listens, probably to bear what John will find out from tbe Lord; for, in general, tbe incitement of the favorite disciple seems to proceed from this entire side. James, the younger, be- sido and behind Bartholomew, lays his left band upon Peter’s shoulder, juit as Peter lays bis upon the shoulder of John, but James does so mildly, seeking explanation only, whereas Peter already threatens ven- geance. And thus, os Peter reaches behind Judas, so James the younger reaches behind An- drew, who, as one of the most important figures, shows with his half-raised arms, bis expanded bands in front, a decided expression of horror, which appear « only oocc in this picture, while in other works of less genius, and of less profound thought, it recurs unfortunately only too often. What Was the Renaissance Like EssayLATEST COPY The Kingdom of Italy was decreed, and Prince Eugene, following the example of Luigi Sforza, wished to glorify the beginning of his reign by patronizing the fine arts. Luigi had ordered a representation of the Last Supper of Leonardo ; Eugà ¨ne resolved to restore, as far as passible, the painting that bad been going to wreck for three hundred years in a new picture, which, in order that it might be indestructible, was to be done in mosaic, for wbich preparation bad been made in an already existing institution. Vossi immediately receives the commission, and commences in the beginning of May, 1807. lie finds it advisable to execute a full-sized cartoon, takes up anew the studies of his youth, and applies himself entirely to Leonardo, studies bis art-remains and bis writings, particularly tho latter, because he is persuaded that a man who has produced such splendid works must have worked on the most decided and advantageous principles. He had made drawings of ihe heads in the copy at Ponte Capriasca, as well as of some other parts of it, likewise of the heads and hands of the Castellazzo copy, and of that of Bianchi. Then he makes drawings of everything coming from Da Vinci himself, and even of what comes from some of his contemporaries. Moreover he looks about for all the extant copies, and succeeds in making more or less acquaintance with twenty-seven ; drawings and manuscripts of Da Vinci’s are kindlj sent to him from all quarters. In the working out of his cartoon, he adheres princ ipally to the Ambrosinna copy ; it alono is os large as the original. Bianchi, by means of thread-nets and transparent paper, had endeavored to give u most accurate copy of the original, which, although already very much injured, was not yet painted over. In the end of October, 1807, the cartoou is read-; canvass grounded uniformly in one piece, and the whole immediately sketched out. Hereupon, in order in some measure to regulate his tints, Vossi painted the small portion of sky and landscape, which, on account of the depth and purity of the colors in the original, had still remained fresh and brilliant. Hereupon he paints the head of Christ and those of the three apostles at hie left, and as for the drosses, he first paints those about whose colors he bad first arrived at certainly, with a view to selecting the rest according to tho principles of the master and his own taste. Thus he covered the whole of the canvass, guided by careful reflection, and kept his colors of uniform height und strength. Unfortunately, in this damp, deserted place, he was seized with an illness which compelled him to put a stop to bis exertions ; nevertheless, be employed this iuterval in arranging drawing », copper-plate engravings, partly with a view t o the Supper itself, partly toother works of the master ; at the samo time he was favored by fortune, which brought him u collection of drawings, purporting to coine from Cardinal Caesar Monti, and containing, among other treasures, remarkable productions of Leonardo bimsclf. He studied even tbe authors contemporaneous with Leonardo, in order to make use of tbeir opinions and wishes, and looked about him for everything that could further his design. Thus be took advantage of his sickness, -and at last attained strength to set about bis work anew. No artist or friend of art will leave unread the account of how ho managed tho details, how he thought out tbe characters of the faces and their expression, and even the motions of tho hands, and how he represented them, lu the same manner he thinks out tbe dishes, the room, the background, nud shows that be has not decided upon any part without the strongest reasous. What care he takes about representing the feet under the table in correct attitudes, because tbis portion of tho original had loog been destroyed, and in the copies bad been carelessly treated! COMPARISON St. Bartholomew, manly youth, sharp profile, compressed, clear face, eyelid and brow pressed down, mouth closed, as if listening with suspicion, a character com pletely circumscribed within itself. In Ves pinos copy no trace of individual charac teristic features, a general kind of drawing book face, listening with open mouth. Vossi has approved of this opening of the lips, and retained it, a procedure to which we should be unable to lend our assent. St. James the younger, likewise profile, relationship to Christ unmistakable, re ceives from the protruded, slightly opened lips, something individual, which again cancels this similarity. According to Ves pino, almost an ordinary, academical Christ, the mouth opened rather in astonishment than in inquiry. Our assertion that Bar tholomew must have his mouth close, re ceives support from the fact that his neigh bor has his mouth open. Such a repetition Leonardo would never have endured ; on the contrary, the next figure, St. Andrew has hi s mouth shut. Like persons advanced in life, he presses the lower lip rather against the upper. In the co?j of Marco, this head has something peculiar, not to be expressed in words; the eyes are introverted; the mouth, though shut, is still naive. The outline of the left side against the back ground forms a beautiful silhouette ; enough of the other side of the forehead (eye, nose and beard) is seen to give the head a roundness and a peculiar life; on the contrary, Vespino suppresses the left eye altogether, but shows so much of the left temple and of the side of the beard as to produce in the uplifted face a full bold expression, which is indeed striking, but which would seem more suitable to clenched fists than to open hands stretched forward. Judas locked up within himself, fright ened, looking anxiously up and back, pro file strongly dented, not exaggerated, by no means an ugly formation for good taste would not tolerate any real monster in the proximity of pure and upright men. Vespino, on the other hand, has actually represented such a monster, and it cannot be denied that, regarded by itself, this head has much merit; it expresses vividly a mischievously bold malignity, and would make itself eminently conspicuous in a mob triumphing over an Ecce Homo, and crying out Crucify ! crucify ! It might be made to pass for Mephistopheles in his most devilish moment. But of affright or dread, combined with dissimulation, in difference and contempt, there is not a trace ; the bristly hair fits in with the tout ensemble admirably; its exaggeration, however, is matched only by the force and vio lence of the rest of Vespinos heads. St. Peter.?Very problematical features. Even in Marco, it is merely an expression of pain; of wrath or menace there is no sign ; there is also a certain anxiety ex pressed, and here Leonardo may not have been at one even with himself ; for cordial sympathy with a beloved master, and threatening against a traitor, are with diffi culty united in one countenance. Never theless, Cardinal Borromeo asserts that he saw such a miracle in his time. How ever pleasant it might be to believe this, we have reason to suppose that the art loving cardinal expressed his own feel ing rather than what was in the picture ; for otherwise we should be unable to de fend our friend Vespino, whose Peter has an unpleasant expression. He looks like a stern Capuchin monk, whose Lent sermon is intended to rouse sinners. It is strange that Vespino has given him bushy hair, since the Peter of Marco shows a beautiful head of short, curled tresses.

International Marketing Strategy

Introduction Brimi is an Italian-based food company specializing in the supply of dairy products to its Italian market (Brimi 2010, p. 1). The company started its operations in the late 1960, when two companies merged to form a cooperative, aimed at supplying dairy products to its primary markets.Advertising We will write a custom essay sample on International Marketing Strategy specifically for you for only $16.05 $11/page Learn More For a long time, Brimi only operated in two locations across Europe, but in the late 70s the company opened more branches, starting with its 1977 Vahrn plant (Brimi 2010, p. 1). This region was chosen because it was home to high quality cattle breeds which supported the company’s supply of fresh dairy produce. In fact, most of the company’s operations were directed from this region. Brimi initially specialized in only a few brands, but in 1978, a board meeting resolution saw the company, expand into producing new products such as Mozzarella products (Brimi 2010, p. 1). This change of strategy was supported by other strategies bordering on the production of their dairy products such as the substitution of dairy milk with buffalo milk. This change of production process acted as a boosting element to the company’s sales because the company’s products bore a new taste which enabled it cut a niche above its competitors. The Mozzarella product is the company’s most popular product, with more traditional products and processes such as cheese production eventually discontinued. In the Northern part of Italy, Brimi had its Mozzarella product strategically positioned in consumers’ lifestyles, such that, there was very minimal competition from other companies (Brimi 2010, p. 1). In the South of Italy, the company’s Cheese products also had a strong consumer base, and in the same manner, there was very minimal competition from rival products. However, after several years of enjoying a strong market share, Brimi’s competitors caught up with the company’s sales record by imitating the company’s production strategies (this move limited the company’s growth and expansion prospects) (Brimi 2010, p. 1). Since the company was primarily formed by two companies from different countries (Germany and Italy), there was an internal pressure to explore international markets (emanating from its hybrid composition). During the early years of the 90s, Brimi started its global expansion plans which saw the company command a global presence in several nations across the globe (Brimi 2010, p. 1). This move was further complemented by the company’s international certification in the production of high quality mozzarella, which added to the company’s product acceptance in the international market.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In line with the global expansionary plans, this study undertakes a case study of the company (Brimi) launching its products to the United Kingdom (UK) market. With such plans in the offing, a thorough analysis of the UK and Italian markets ought to be done to establish the company’s expansion feasibility and product success in the UK market. These analyses will be aimed at formulating an international marketing strategy for the company to ensure product success. To come up with the best outcome, this study incorporates a market overview of the UK dairy product market sector to evaluate the substitute and complementary products that affect the launch of Brimi’s products in the same market. Afterwards, a market entry strategy will be formulated and an international marketing mix developed to complement the initial marketing entry strategy. Italian Market Overview As mentioned in earlier sections of this study, Brimi moved from specializing in exclusive da iry products to a diversified field of production. Among its most popular product is the Mozzarella cheese which is a favorite Italian Cheese. It is estimated that more than 60% of Italians consume this product on a regular basis (Associazione Italiana di Sociologia 2010, p. 67). The Italian consumer market has a high regard for fresh produce. Products considered to have stayed on the shelf for long do not share the same value as those which are less than a day old (Mooij 2010, p. 32). In fact, it is said that, goods which are more than a day old are not usually considered fresh produce by Italian consumers (Hassan 1994). This fact has a significant impact in the supply of perishable goods to Italy because there is an increased emphasis on fresh produce which creates an increased demand for efficiency in a company’s supply chain. Moreover, there is a higher standard set in the production of such perishable goods. The Italian food market also operates within the confines of a family culture whereby, food is normally perceived to be a family issue whereby people sit together and eat (Heyer 2002, p. 109). Food is therefore usually served in events where family members seat, relax and talk about whatever is going on in their lives. During food serving, food is served in small amounts to preserve the taste of various food delicacies. Foods with a rich array of ingredients are preferred to those which have poor ingredient content (McCullough 2003). UK Market Analysis PEST Analysis Political The political environment in the UK allows for a free trade economy (Tribe 2005). In this type of market, there are very minimal trade barriers among states willing to trade with one another. There is also a very liberal trade policy which allows for the transaction of business with very minimal government interference. However, there are several regulations in place to ensure the standard of imported food is of high quality.Advertising We will write a custom essay sa mple on International Marketing Strategy specifically for you for only $16.05 $11/page Learn More These standards are defined by the European law for food standards, which guarantee the quality of food to be imported or exported in any participating European country (Dvořà ¡k 2005, p. 5). Nonetheless, Brimi seems to have satisfied this requirement, because it has in the past been awarded two quality management standards and one hygiene certificate; meaning that, it is a leader in the production of quality foods, and almost by default, it meets the EU food quality standards. Economic The UK is considered by the World Bank as a high income country (Tribe 2005). The country has excellent infrastructure, a wide industrial base, established service sector and a huge consumer purchasing power (Great Britain: Department for Environment, Food and Rural Affairs 2011, p. 5). The strong consumer purchasing power is beneficial in the sustainability of the demand fo r Brimi’s products. Moreover, the company can adopt a high-end marketing strategy in the UK market and it will succeed. This means that the company can still be able to make huge profits from little sales because it will still be able to sustain product demand due to high prices. Brimi has a close association with the UK, because they are both part of the wider European Union economic block (Panke 2010, p. 1). This economic provision has a significant economic implication, because there is no trade barrier, or restriction for companies within the two countries to trade with one another. This economic provision is also advantageous to Brimi because it can easily operate within UK. without much interference from the UK government. In the UK, taxation is favorable to international companies because taxation is normally done in the currency of the home country (where the international company hails from) (Panke 2010, p. 1). This economic provision means that, Brimi will have to p ay tax using the Euro (which is its home currency). However, UK uses the pound for local trading and if currency is converted, there is a fee of 5% to 10% charged in such transactions (McKernan 2005). This is a disadvantage to Brimi because it may have to incur such transaction costs if it operates in the UK. Its profitability in this market is therefore likely to be significantly dented. To maintain a high profit level, the company may have to increase its product costs, but this may have a resultant effect on the demand of its products (like competitors gaining a competitive advantage, based on the price differentials). Alternatively, the company may decide to retain its profits in pounds to avoid incurring any currency conversion costs.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The UK exchange rates (when converting the Euro to pounds) have also shown some strong tendencies of being unstable, especially with the motions of the global economic crunch and the speculative debt burden in the European Union (McNair 2009). This unstable exchange rate poses as a disadvantage to Brimi because it is difficult to undertake proper financial planning due to the unstable exchange rates. More so, this is one economic factor it has no control over. However, the unstable UK currency poses a small advantage to Brimi, because, with a decrease in the value of the Euro, exporting becomes very easy for the company and Brimi can lower its costs to make its products more attractive to UK consumers. However, if it still maintains its current prices, it can easily realize increased profit margins. The nature of UK’s economy is highly characteristic of an import-dependent nation, considering much of its food is imported from other countries (Panke 2010, p. 1). This fact supp orts the acceptance of Brimi’s food products, considering it is a foreign company with foreign products. The acceptability of UK’s consumers to Brimi’s products are therefore bound to be favorable to the company. However, due to the economic crisis prevailing in the country, and decreased consumer spending, there is an eminent threat on the demand of high quality foods (which Brimi’s products fall under) because there is a stronger focus on prices as opposed to quality. This factor poses a threat to the long-term sustainability of high premium purchases, hence decreasing the chances of Brimi realizing increased profits. Social Though Italy and the UK are both European countries, there is a slight difference in culture and other social elements. For example, there is a language difference in both countries, because Italian language is spoken in Italy while English is spoken in the UK. This language difference has a profound impact on the launch of Brimiâ⠂¬â„¢s products in the UK because it will imply that, the company has to repackage its products in English, to be appealing to the UK consumers. The product packaging styles between the two countries however show elements of similarities in consumer adaptation and acceptance. For instance, most of Brimi’s products are packaged in blocks, and UK consumers are known to accept such packaged goods (Blythe 2008). It will be evidenced in subsequent sections of this study that the international marketing strategy to be adopted by Brimi can be supported by a product packing and distribution strategy (from one location) because UK consumers are not known to demand excessively fresh products (when comparatively analyzed with Italian consumers). Therefore, an export strategy may easily work (Moschandreas 2000). Compared to Italy, the UK is not known to be health-conscience when it comes to the purchase of consumable goods (Moschandreas 2000). However, in the recent past, there have been increased campaigns to make more UK consumers aware of the benefits of a healthy diet, and this trend is likely to pick up soon. As a result, there are more UK consumers buying food products which have lower calorie content, highly organic and highly functional (Moschandreas 2000). Nonetheless, these products are sold at a premium. Since Brimi’s products are healthy foods, it may be easy for the company to enjoy a higher sales margin because it can highlight the â€Å"low calorie† content of its food and the high organic nature of its products to command higher prices. UK consumers have also adopted a trend whereby any consumable goods in the country (especially imports) ought to have a label indicating the origin of the product. This consumer demand has been necessitated by the increased awareness in global economic practices which were necessitated by the increase in child slavery practices and unfair labor policies (Moschandreas 2000). Consumers in the UK are there fore more aware of such economic practices and would not want to encourage the consumption of such goods. This increased consumer demand is likely to boost the sales of Brimi’s products because they originate from Italy and the labor practices of the country is largely acceptable. Moreover, high quality raw materials, especially regarding dairy products, are known to originate from the same place. In fact, since Italy is known to produce high quality goods, it is easy for the company to demand a higher price for its goods because they are justified to do so. Technology The UK is known to have a strong use of technology in most of its operations (Havard 2002, p. 4). With regards to the production and distribution of Brimi’s products across its UK market, technology will have a strong impact on such a strategy because Brimi engages in the production and sale of perishable goods. UK’s infrastructure and technological advancement is deemed among the highest in the w orld, and therefore, high-tech technology can be easily used in the sale and distribution of the company’s products across the UK (Kensett 1990). Since subsequent sections of this study explores the strategy of direct exporting as a viable alternative for Brimi in its venture into the UK market, it is important to note that, technology will greatly reduce the distance of distribution and sale of Brimi’s products from Italy to the UK. Furthermore, since both countries are not very far from one other (geographically), high technological advancement (including airport and transport infrastructure and equipment) can make it possible to transport goods from Italy to the UK within a day, ready for sale. Market Entry Strategy Entry into foreign markets can be a tricky issue. This is true because many researchers have established that, various entry strategies vary with different circumstances (Agarwal 1992, p. 1). The choice of entry strategy greatly affects the success of a new product in a new market. Though a company may achieve tremendous levels of success in a home market, the same level of success is not guaranteed in a new market because the company has to deal with new factors such as culture and similar socioeconomic factors. For instance, though Walt Disney had achieved exemplary success in its Florida, California and Tokyo establishments, it found it difficult trying to expand into the European market because it had to deal with new cultural and nationalistic elements (Hollensen 2010). Brimi’s situation is not any different because it is venturing into a new market and though it has achieved tremendous levels of success in its primary markets, the same level of success is not guaranteed in the UK. Nonetheless, the country is faced with four market entry strategies: exporting, joint venture, licensing and foreign direct investments (Hollensen 2010). According to the normative decision theory, the choice of a market entry strategy is nor mally influenced by the trade-off between the risks of undertaking the foreign venture and the expected returns (Rapoport 1989, p. 7). In other words, it is very important for a company to choose a market entry strategy which poses the lowest risk and yet poses the highest returns. Also, a firm’s resources in undertaking a specific market entry strategy is also to be factored before choosing a specific market entry strategy (but another factor of an almost similar importance is a firm’s willingness to control its operations in the foreign market). These factors withstanding, it is important to acknowledge that, the correct choice of a market entry strategy is subject to the best compromise to be obtained if a firm’s resources and its desire for control are established (Evans 1999). Analyzing the existing international market entry options for Brimi, we can establish that, the sole venture market entry strategy is characterized by high risk and high returns, but it also gives the company a high degree of control over the firm’s activities in the UK market. A joint venture strategy would depend on a firm’s investment in the venture because it can be a high risk, high return venture if Brimi’s investment in the UK is characterized by high equity. The opposite can also be true, whereby, Brimi’s investment in the UK market is characterized by low equity investments and therefore, the company receives low returns. The licensing strategy is however a low risk, low return investment where the company lacks a strong control over its foreign market activities. Considering the dynamics of the UK market, this study proposes an export market strategy. Exporting is the production of goods from Italy and selling them to the UK market (DIANE Publishing Company 1994, p. 1). Though this market entry strategy is traditional, it is possibly the best way Brimi can venture into the UK market. This market entry strategy is justified b y the fact that, Brimi enjoys immense ownership advantages over it new market (UK) in the sense that, the company has important assets and skills in the production of its Mozerella brand, such that, the economic benefits of its UK venture is highly likely to surpass the economic cost of venturing into the new market. Brimi’s market power is further reflected by its strength in overseas operations and its history of dealing with competitors in the Italian market. The company’s products have been sold in several locations across Europe and indeed the world. This multinational experience is bound to be invaluable in its UK expansion plans. Moreover, the company has managed to create a strong strategic product differentiation strategy that has seen the company receive global acclamation in the production of its products (in reference to the ISO certifications). Considering the company has this strong asset power, research has affirmed that, it is not advisable for such a c ompany to share this knowledge in a new market because it will lose its competitive advantage (Hird 1986, p. 151). In other words, it may be easy for competitors to steal the company’s production formula and use it to run a parallel company to provide the same services as Brimi, thereby jeopardizing its long-term prospects of profitability. In reference to this claim, Van de Ven and Poole (1989) affirm that, â€Å"This risk is especially relevant for international transactions because inter-organizational infrastructures are often poorly developed, likely to change frequently and likely to change across international boundaries† (p. 31). These scholars therefore affirm that, if a company has such high-caliber skills, it is important to safeguard them. Other research studies done by Anderson and Coughlan (1987) also affirm that, if a company has achieved a higher level of product differentiation, it is highly recommended that they safeguard their secret. Since Brimi fal ls in the category of such companies, it is important for the company to safeguard its product differentiation secret, and there is no better way to do so than through a direct export strategy. Moreover, exporting is the most economical way Brimi can venture into the UK market, considering it does not have to make any direct investments to the European nation (Craig and Douglas 2005). Considering Italy and the UK operate within the UE economic block, it becomes very easy for Brimi to export its goods from Italy to the UK because there are no customer barriers (which are normally deemed to be a barrier to direct exporting by increasing the cost of imports) (Agusti 2008, p. 10). The direct export strategy is supported by the comparative advantage theory which acknowledges that, countries can derive a lot of benefits by trading with one another, without any trade restrictions (Maneschi 1998). The theory further states that, it is possible for two countries to gain from one another thro ugh international trade, even though one country maybe less efficient than the other in the production of export goods (Madura 2008, p. 6). In the context of this study, there is an obvious difference in the production of Mozarella in Italy and the UK because Italy already has a well established infrastructure for the production of such a product. However, the UK does not have this advantage. Nonetheless, the comparative advantage theory identifies that, both countries can easily benefit from one another through direct exports (Samli 2001). Since the comparative advantage theory proposes that, countries can effectively gain from one another through direct exports, it however also notes that, barriers to trade such as trade costs (like custom duties, heavy taxation and the likes) can easily erode the benefits derived from foreign direct investments (Daly 2010, p. 355). However, factoring the nature of the trading infrastructure between Italy and the UK, there are no trade barriers, a nd therefore both countries can sufficiently enjoy the benefits of free trade.In this regard, only marketing costs will be realized with the direct export strategy. However, the practicality of this strategy involves the input of four parties in the supply chain system: exporters, importers, transport agents and the government (Doole 2008). There are two types of export strategies: direct and indirect exports. However, for Brimi company, the best strategy to use will be the direct exports strategy because the company’s expansion into the UK market is primarily motivated by its international expansion strategy, aimed at conquering new markets, considering the limited expansion opportunities characteristic of its local Italian market (as mentioned in earlier sections of this study, the Italian market is flooded by substitute products which have been developed by replicating Brimi’s strategy, therefore offering very minimal opportunities for growth). With such slim expans ion opportunities, it is prudent for the company to capitalize on its economies of scale, from Italy and then export the produce to its new markets. This strategy will give the company a strong sense of control over its distribution strategy and therefore the operations or supply of its products will be firmly within its control. Through this strategy, the UK market will be regarded as an extension of existing Brimi markets. Since the UK and Italy are part of the European Union economic block, it becomes feasible to produce goods in large quantities because protectionist policies cannot be introduced because of the liberalization of the UK market and its free trade policies. The export strategy is applicable to Brimi’s case because it poses a trade advantage (after factoring the benefits of currency valuation between the Euro and the pound). Considering there is a significant decline of the Euro (in value), Brimi is bound to increase its profitability because it will be paid in pounds, while its expenses will be quantified in Euros. It would however be an unwise decision to adopt another foreign market entry strategy, like foreign direct investments, because this would mean the company has to set up new investments in the host nation (to be incurred in pounds), thereby significantly increasing the costs of investments or new operations. The strategy of directly exporting goods to the host country will be a feasible idea because Brimi will have control over the entire operations of the expansion strategy (from the selection of company representatives to the selection of new foreign markets). In this manner, they can easily retract from the UK market if their products fail, simply by decreasing the production of the products from the original market (Italy). In this regard, the company will not suffer heavy financial losses (when compared to a case where the company set up a new plant in UK for the manufacture of its products). The foreign direct investme nt strategy will also be useful in obtaining feedback from the new customers because the strategy will be primarily based on sales and marketing, which is a good contact point between the company and the consumers. Moreover, since the company has endured periods where its food processing formula was stolen by rival companies in Italy, it may be easy for the company to protect its trademark and patents if it engages in direct exportation because it is easy for the company to have control over these intangible properties. Also, since the direct export strategy will be primarily based on a marketing strategy, it will be easier for the company to make more profits because a lot of emphasis will be based on sales, which dictate the company’s revenues, hence increased profitability. International Marketing Mix Strategy When launching a new product in a foreign market, it is often a common company dilemma, if to retain its home market international mix or alter the market mix strate gy (Learn Marketing 2010). Researchers have often proposed that, for a company to develop a successful marketing mix strategy, it ought to factor the cultural make up of the host population; the target consumer behavior; purchasing power and the likes (Ghauri and Cateora 2005). This fact is reinforced by previous assertions made by other scholars, proposing that a company is bound to sell more products if it factors the dynamics of the target market. Often, global companies have adopted the â€Å"think global act local strategy† but for Brimi, this study proposes a â€Å"think global act global strategy† (Keegan and Green 2005). This strategy is motivated by the fact that, Europe is quickly becoming one social block, emanating from the formation of the European Union block, and therefore there is bound to be no significant differences in consumer tastes and preferences between Italy and UK. Though there may be some substantial differences in consumer spending habits an d dietary patterns, tailoring Brimi’s products to suit the local UK market is not bound to add much value to the company’s products, but it definitely increases the costs of production, thereby reducing the company’s profit levels. Redesigning the product is therefore bound to weaken the global brand. There are companies which have over the years adopted a global strategy over almost all their target markets and have successfully achieved their desired objectives (and still enjoy good sales). Such brands include Coca Cola, MTV, Nike (and the likes), and they share appalling similarities with Brimi’s Mozzarella brand because the company’s brand has received global commendation regarding its quality and value content (as evidenced by the ISO certifications). Changing the product’s design or make-up for the UK market is therefore likely to weaken this product strength, and equally likely to affect the strength of the brand’s product diff erentiation strategy. Moreover, the nature of today’s global market is that, consumers are increasingly adapting to a common culture inspired by the internet, globalization, television (and the likes) and therefore, the gap between consumers’ tastes and preferences among various nations (and more so, Italy and UK) are increasingly narrowing. The launch of Brimi’s products in the UK market will therefore be aimed at targeting the same type of consumers as those evidenced in Italy. Since this target market selection is in effect, it would be fruitless trying to change the company’s product components to suit the local UK market. From the above analyses, this study proposes that, Brimi should adopt a standardized international marketing mix strategy because the Mozarella brand already commands a strong brand following across Europe. Modifying the product would act against the company’s interest especially if it intends to conquer new markets. However, the product differentiation strategy is most preferable because the launch of Brimi’s products will be undertaken through a direct export strategy. This fact implies that, products will be manufactured in one location and distributed to several others. The standardization strategy will therefore be complementary to this strategy because it is easy to standardize a product if it is produced in one location as opposed to if it is produced in several locations (Transtutors 2011, p. 1). Promotion Though the international marketing mix to be adopted by Brimi will be a standardized marketing mix, the promotional strategy to be adopted will not be of a standardized nature. An adapted promotional strategy will be preferable for Brimi because of the differences in language between the UK and Italian markets. Italians speaks Italian while UK consumers speak English. Promotional materials for UK consumers will therefore be designed using English language. The common mediums of product promotion will be television and online media. The two communication mediums have a strong penetration in the UK, with television and online communications having a penetration rate of more than 90% (Ghauri and Cateora 2005). Pricing Determining a pricing strategy for a foreign market is not a simple thing. Several factors such as fixed costs, variable costs, competition, company objectives, positioning strategies and willingness of target group to pay for the desired price have to be factored in the pricing strategy. Brimi’s pricing strategy should however be similar to its pricing strategy in Italy, except for a substantial increment in product pricing, emanating from the transport and distribution costs associated with availing its products in the UK market. Place Brimi’s place strategy will be designed to cater for the needs of the distribution and sales of the company’s products (Obringer 2011). Brimi’s place strategy will be a dual strategy where it s products will be availed in every high-end restaurant or any market deemed viable for the company’s products. The second strategy will be centered on creating a demand for the product because it was not available in the UK market. This strategy will however need to be implemented with the assistance of strategic partnerships with existing restaurants. The latter strategy will ensure the company increases its profit margins because it allows for a high price strategy. Since Brimi’s products are of high quality, they will be majorly availed in high-end restaurants to preserve its image. Product With regards to the product strategies of the marketing mix, Brimi should maintain all aspects of its product’s strategy, such as, quality, design, features and branding; like that evidenced in its Italian market. In this manner, it will be able to remain authentic to its brand differentiation qualities, so that, it does not weaken its brand in any manner (Learn Marketing 2011). These factors withstanding, the Brimi product brand will be aimed at high-end UK consumers, and the core benefit will be exemplary product quality. The brand will be positioned in the high-end market by offering quality products to the UK consumers and its main differentiating factor will be the high product quality and exemplary exotic taste (when compared to competitor products). Information to be Availed There is supposed to be more information to be availed in the formulation of a comprehensive marketing plan, based on Dunning’s (cited Letto-Gillies 2005) assertion that, the international entry strategy for a foreign firm ought to be based on its ownership advantages, location advantages and international advantages. Though some of these elements have already been discussed in this study, it is however difficult to determine how these elements interact with one another for Brimi (in the formulation of an international market entry strategy). It is very important t o determine the relationship between these elements because it is not only enough to analyze these elements in isolation because an interaction of these elements may possibly expose a different motivational factor of the company’s international marketing strategy. For instance, research studies have established that, companies which have a low level of firm ownership, are bound to refrain from adopting any international expansionary plans or undertake low-risk market entry strategies, such as, direct exports (which has been identified as the preferable market strategy for Brim) (Czinkota 2007, p. 300). Nonetheless, these companies are known to be highly attracted to lucrative markets, but often they adopt the joint venture or licensing strategies (Rialp 2006). From this analysis, we see that, it is very important to understand a firms’ ownership and location advantages because collectively, these factors are bound to affect a firm’s behavior and more so, its int ernational market entry strategy. The relationship among the three elements described above should therefore be further studied to develop the best international market strategy for Brimi. More information should also be sought in determining Brimi’s financial capabilities and its resource base to determine its capability of undertaking other market entry strategies like acquiring an existing food processing firm in the UK as a market entry strategy (Mà ¼hlbacher 2006). The direct export strategy has been chosen because it poses the lowest risk in international market ventures, while providing the highest returns (but such a strategy has been chosen under the assumption that, Brimi lacks adequate resources to undertake a riskier strategy). Another factor of an almost similar magnitude is Brimi’s desire to control its foreign market activities because the direct export strategy has been chosen under the assumption that, it would be more beneficial for the company to ad opt an international market strategy that gives the company immense control over its foreign operations. Conclusion and Recommendations This study recommends a direct export strategy to be adopted by Brimi because the company enjoys a strong brand following of its core brands in most of its primary markets. Moreover, the company has a strong brand differentiation strategy which should be safeguarded at all levels of the production process. The best way to protect the company’s brand secret is to adopt a direct export strategy because the risk of company secrets in producing the best Mozarella will be safeguarded in this manner. This strategy is complemented by the minimal distance in geographical distance between Italy and UK, which can be further decreased by technological input. In this regard, it is possible to avail fresh produce to the UK market, thereby preserving the product’s taste. This study also acknowledges that, the direct export strategy will be of high b enefit to Brimi because Italy and the UK are part of the European Union economic block and therefore, there is no possibility of the company incurring import or export tariffs which will further erode their profit margins. This economic union greatly complements the direct export strategy. With regards to the company’s international mix strategy, the product, place, and pricing strategies will significantly resemble the original marketing mix strategy used in Italy, but the promotional strategy will be different, considering the language differences between Italy and the UK. 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