Ursula K. LeGuins The Ones Who Walk Away from Omelas Essay

Ursula K. LeGuins The Ones Who Walk Away from Omelas Works Cited Not Included In The Ones Who Walk Away from Omelas, Ursula K. LeGuin makes use of colorful descriptions and hypothetical situations to draw us into a surrealistic world that illustrates how unsympathetic society can be. LeGuins ambiguity of how the story will go is purposeful; she cunningly makes her case that each of us handles the undesirable aspects of the world we live in differently, and that ultimately, happiness is relative. As we explore this peculiar world of Omelas, we are prompted to ask ourselves, What do I think is the `perfect society? What is happiness to me?, and most importantly (to me), Would I walk away from Omelas? While we explore these†¦show more content†¦But we do not say the words of cheer much any more. ...All smiles have become archaic (1264). Why are the smiles archaic? This passage suggests the people of Omelas no longer know what happiness is, that happiness is more of an action that a reaction. As we contemplate this we can imagine oblivious smiling faces with staring, empty eyes. This notion festers in our side like a rotting sliver, creating an uncomfortable unease before we know what isnt right with Omelas, while we immerse ourselves in the opulent description of what seems to be the perfect utopian society. I do not know the rules and laws of their society, but I suspect that they were singularly few (1264) Here, LeGuin hands us the reins so that we might guide ourselves through Omelas, yet nudging us along by reminding us that [these] were not simple folk, not dulcet shepherds, noble savages, bland utopians (1264), they are ...mature, intelligent, passionate adults (1264) ....like us? Shall we have modern technology or not? If so, not as much that it ruins the perfection of this utopia. Suddenly the uneasy undertow comes full circle and washes us ashore as we are encouraged to amalgamate sexual desire and religion: I fear that Omelas so far strikes some of you as goody-goody. Smiles, bells, parades, horses, bleh. If so, please add an orgy. If an orgy would help, dont hesitate. Let us not, however, have temples from whichShow MoreRelated The Need for a Pariah Exposed in Those Who Walk Away From Omelas1043 Words   |  5 PagesThe Need for a Pariah Exposed in Those Who Walk Away From Omelas  Ã‚   Affirmative action is perhaps the political hot potato of the decade. Its divisiveness has escalated racial tensions all across the nation, in forums political and academic. It also creates problems on a daily basis for millions of Americans in the workforce, education, housing, and so forth. Affirmative action, by its very definition, uses discrimination to attempt to create equality. Its ultimate goal is to make everyoneRead MoreMy Strengths And Weaknesses Of The Foreign Environment That Is College971 Words   |  4 Pagesme, but being able to see what I did wrong and going back to correct these aspects really built up my eye for error. The meme analysis was our chance to evaluate similar pictures that we see and usually laugh at on social media. This assignment was one of my favorites because we were asked to analyze the memes ultimate purpose. The question â€Å"Why was it funny?† really could spark a debate. The amount of background knowledge needed to understand a meme may not be the first thing you think about when

The Benetton Supply Chain Free Essays

THE BENETTON SUPPLY CHAIN – CASE STUDY Retail operations – main objectives Benetton? s core business is in the manufacturing, production and sale of casual and sportswear, which accounts for 95% of total revenues (Camuffo et al, 2001: 47). The company has a market presence in over 120 countries and has consistently generated revenues exceeding $2 billion throughout this decade (Industry profile, 2007: 15). It has 5,000 retail outlets around the world, the vast majority of which are run by independent managers as part of a franchise arrangement whereby the licensee? of those outlets sell products which carry the Benetton brand name (Skjott-Larsen et al 2007: 94). We will write a custom essay sample on The Benetton Supply Chain or any similar topic only for you Order Now A key objective of Benetton HQ (based in Treviso, Italy) has always been to retain overall control on every aspect of product sales, thereby ensuring that the Benetton â€Å"total look† is adhered to. The company is renowned for having a distinctive philosophy which is espoused through controversial advertising techniques (Dapiran 1992:8). Its global network of sales agents each holds responsibility for their own geographic area. They work closely with franchise operators in the sale and distribution of its goods, as well as overseeing all aspects of merchandising (Camuffo et al 2001: 47). A global information system unites every link in the supply chain. Stiff competition has forced Benetton to radically change its retail strategy (Economist: 9 November 2004). To that end it has introduced over 100 „mega-stores? nd, whilst the majority remain under the franchise system, the company has decided to take direct ownership and control of a few as it seeks to form a closer relationship with its clientele; the logic being that this will facilitate a deeper understanding of customer preferences (Camuffo et al 2001:50). One expert has stated that Benetton – a former market leader – is lagging behind its competitors, not through any defects in its supply chain, but more because it is â€Å"less good at seei ng the opportunity†, inferring that the franchise system is to blame because it creates a barrier between company and customer. Zara, on the other hand, is proving to be far more successful because of it has adopted „agile? supply chain practices (Cane 2007:1). Diversifying into new product ranges such as the sportswear market, as well as an added emphasis on its lifestyle branding is a key pillar of the new approach. Its Fabrica, Killer Loop and Playlife brands are all geared towards capturing a large slice of the youth market (FT: 9 May 2003). As the Managing Director explains, â€Å"we want the market to know that Benetton is about more than just colourful sweaters. It? s a lifestyle concept† (HargraveSilk 2003:1). The Asian markets are vital to Benetton? s future retail operations objectives, recording a 35% profit rise in Russia and 50% rise in India in 2007 (Women? s Wear Daily: 14 November 2007). Although Europe remains Benetton? s largest market it has recently refocused its attention towards building brand awareness in the emerging markets of Asia, the Middle East and the Far East (Evans 2004:1). One insider sums up the Benetton retail philosophy, when (s)he states that â€Å"we do not want to start with high prices to attract people later on with high discounts, but we want our customers to appreciate every time of the year that there is the right ratio between quality and price† (Evans 2004:1). Physical distribution operation –main objectives The company describes itself as „vertically de-integrated? , meaning that its core functional activities such as design and global strategy are still centralized. Nonetheless it is willing to outsource those activities where it is unable to achieve in-house economies of scale. Its logistics operation has always been directly controlled, in large part owing to the integral part it plays to the companies overall success. Key to effectiveness is the rapid flow of market intelligence between customer and factory. This is achieved through maximising the benefits of EDI technology which facilitates direct flow of communication between the agent networks representing the 5000 retail outlets. EDI information allows Benetton manufacturers to delay the dyeing process up until a clear understanding is reached on market requirements. This eliminates the build up of wasteful inventories, thereby reducing costs, slashing cycle times and maximising efficiencies. Once this information is relayed to the centre, Benetton is able to arrange bulk delivery of products from its regional distribution centres which are highly automated and thus able to cope with demand. The company describes their strong track record in distribution as being down to its „360 degree vision; in other words a recognition from the outset as to the strategic importance of logistics through integrating suppliers, manufacturers and retailers in a value chain that thrived on speed, efficiency and flexibility (Dapiran 1992:9-11). Factory suppliers – main objectives Benetton? s manufacturing processes are characterised by strong upstream vertical integration which entails significant output at its own production entres (22 in Italy and 10 abroad), as well as outsourcing the more labourintensive tasks such as tailoring and ironing (Camuffo et al 2001:49). The Treviso HQ has overall control over design activities. CAD technology is fully utilised to maximise opportunities for the speedy bringing to market of mass produced garments. This is achieved through the effective usage of 500 subcontractors who work in the vicinity of the companies HQ and production base. The sub-contractor group, often themselves former Benetton managers, organise the second tier of small factories who undertake the labour-intensive processes (Skjott- Larsen et al 2007: 95-96). A pyramid analogy has been used to describe the hierarchical nature of this relationship, with Benetton at the apex, the sub-contractors forming the second tier and the army of small workshops forming the bottom layer (Harrison 1993: 160) Benetton directly controls the supply of raw materials thereby achieving cost savings in supplier overheads. It has a very close relationship with the subcontractor base, thus ensuring that the factories under their control are able to satisfy market trends at short notice. This is a distinct advantage to their competitors who do not enjoy such flexibility and are hampered with fixedcost overheads (Skjott-Larsen et al 2007:97). Consider the following statistic: in 1990 90% of Benetton garments were produced in Italy. Now it is only 30% and within a few years it is expected to fall to only 10% (Economist: 8 February 2007). Such is the dramatic impact of globalisation. Benetton has responded by remaining true to its philosophy of tight central control by replicating its Treviso production model on a global basis. For instance Benetton Hungary has production oversight of 7 countries within the region (Camuffo et al 2001: 49). This is in keeping with the underlying company philosophy of creating global brands which transcend national boundaries. How well do these three interconnecting sets of operations fit together? For decades Benetton has consistently demonstrated that getting the right mix of the 3 supply chain functions is critical if market success is to be achieved. Its franchise network has proved to be adept at communicating critical market trend information via its EDI system to HQ who alerts the manufacturing side to the real-time needs of the market. Use of sophisticated CAD/ CAM technology has enabled Benetton to gain the upper hand on its competitors by being quick and flexible at this point in the production process (Dapiran 1992:9-10. Benetton has successfully exploited I. T. advantages from an early stage. Its Geis global integrated network has enabled agents to forward customer order details to the 500 sub-contractors based in the Veneto heartland where the company manufacturing capability has historically been located. Within days they are able to receive multiple orders from various country agents and rapidly set in motion the manufacturing work by fully exploiting the vast network of sub-contracted labour. The system is also connected to Benetton manufacturing plants worldwide (Johnston 1994: 2-3). Benetton is famous for using „postponement? tactics at the actual sequencing point of the production process, whereby dying of the garments is not completed until the agent network have provided market intelligence on what particular products are in demand in which locations. Tang points out the advantages of postponement when declaring that it has â€Å"proven to be a costeffective mass customisation tool to handle regular fluctuations under normal circumstances† (Tang 1996: 38). Camuffo has demonstrated that in recent years Benetton has successfully risen to a more challenging market environment by opting for a strategy that involved increasing its overall ownership and control of supply chain assets and only outsourcing those areas where the company was not in a position to achieve economies of scale. He points to the paradox of tighter centralized control over the whole supply chain, yet at the same time being able to achieve sufficient flexibility to rise to market challenges (Camuffo et al 2001: 52). There can be no doubt that Benetton prefers quite rigid control over processes, despite the tendency to opt for sub-contracting relationships with suppliers. It remains to be seen whether or not Benetton can sustain its competitive edge, particularly in the emerging markets of Asia, where much of its energy is now focused. The early signs are good, however it has been shown that competitors who are able to display more „agile? working practices can edge out established brands in a very short space of time. Zara is a case in point. SUPPLY CHAIN DIAGRAM HQ, Treviso Agent network EDI system Production hubs (32 worldwide; 22 in Italy) Outsourced factory production Global distribution system Franchise operators Mega stores 5000+ Retail outlets References Camuffo, A. , Romano, P and Vinelli, A (2001) „Back to the future: Benetton transforms its global network? , Sloan Management Review Volume 43(1) Cane, A. , „Agility: flexibility takes over from planning? Financial Times 20 November 2007. Available from http://ft. com [Accessed 15 February 2008 Dapiran, P. , (1992) „Benetton- Global logistics in action? International Journal of Physical Distribution Logistics Vol. 22, Issue 6 Available from: http://www. boku. ac. at [Accessed 16 February 2008] Evans, D. , „Benetton in Greater China push to build brand awareness? , Media: Asia’s Media Marketing Newspaper, 16 January 2004, Available from Business Source Premier [Accessed 15 February 2008] „Growth in India, Russia spurs Benetton profits? , Women’s Wear Daily, 14 November 2007, Vol 194, Issue 104. Available from: Business Source Premier [Accessed: 15 February 2008] Hargrave-Silk, A. „Benetton overhauls HK stores’ strategy? , Media: Asia’s Media Marketing Newspaper,9th May 2003, Available from: Business Source Premier [Accessed: 14 February 2008] Harrison, B. , (1993) „The emergence of hierarchy within a district based production network: The United Colors of Benetton? in ‘The Italian industrial districts and the crisis of the cooperative reform: Part II’ European Planni ng Studies, Vol. 2, Issue 2 Infantswear industry profile: Italy, December 2007. Available from Business Source Premier [Accessed: 16 February 2008] Johnston, M. „Electronic commerce speeds Benetton business dealings Benetton Group SpA’s use of General Electric Information Services’ valueadded network services? Software Magazine, January 1994, Available from: http://www. //findarticles. com/ [Accessed: 15 February 2008] Skjott-Larsen T. , Schary P. B, Mikkola J. H Kotzab H. , (2007) ‘Managing the Global Supply Chain’ Copenhagen Business School Press. Available online: http://www. google. com/books [Accessed 15 February 2008] Tang, C. S. (1996), „Robust strategies for mitigating supply chain disruptions? International Journal of Logistics: Research Applications, Vol 9, Number 1 „The other colours? , Economist, 9th November 2004, Vol. 372, Issue 8392 Bibliography Benetton company website (Press release section) Available from: http://www. production. investis. com/ben_en/releases/2006-07-20/ [Accessed 15 February 2008] Kaiser, A. , „Benetton? s abrupt exists: CEO, CFO both depart, shares fall 8. 5 percent? , Women’s Wear Daily, 14 November 2006, Vol 192, Issue 102. Available from: Business Source Premier [Accessed: 15 February 2008] Kouvelis, P. Chambers C. , Wang, H. , (2006) „Supply chain management research and productions operation management: review, trends and opportunities? Production and Operations Management, Vol. 15, No. 3 „Material fitness? , Economist, 25 February 2006, Vol. 378, Issue 8466 Slack, N, Chambers, S. and Johnston, R. (2007) Operations Management, London, FT Prentice Hall Thomas, D. ,„Benetton takes lead on RFID? , Compute r Weekly, 20th March 2003. Available from Business Source Premier [Accessed: 14 February 2008] END OF PAPER How to cite The Benetton Supply Chain, Essay examples

Fragile creatures are we humans Essay Example For Students

Fragile creatures are we humans Essay Fragile creatures are we humans. After all what is needed to get us hurt? A faint laugh of ridiculeà ¢Ã¢â€š ¬Ã‚ ¦a harsh wordà ¢Ã¢â€š ¬Ã‚ ¦a smile not returned. Often do we fall down during our journey. Often do we get hurt. Most often we dust ourselves off and start again. A true friend, according to me, is someone who gives us a helping hand to get us back on our feet, pats off the dust from our back and revitalizes us for the journey ahead. The world we live in is not as simple as it seems, nor is the millions of emotions that pass thru our minds every instant, what remainsà ¢Ã¢â€š ¬Ã‚ ¦what is perceived by us are not the tiny spots of black and white but the whole picture. No one is perfect. But sometimes these very imperfections are what make friends closer. These are the very black spots that make the picture beautiful. A friend is not necessarily the best person around, but they are those around whom we are the best. We dont really choose our friends, we just fall into company. We may know a lot of people, but there are indeed few around whom we are really comfortable. They neednt be the most entertaining, or the most compassionate person. They neednt even be of the same age group. Sometimes friendship really is a means of escape. An escape from the problems at work or at home. An escape from the harsh, inescapable realities that hound our daily lives. A chilled beer with a group of really old, close friends will do more good at times like these than any advice or words of sympathy. There are two kinds of friends-the present ones and the old ones. The present friends are those with whom we interact on a day to day basis. We often depend on them for help with our problems and help them with theirs. They are those with whom we spend most of our time with. They have a great influence on our behavior and our outlook towards society and our lives. Occasionally fights do tend to occur between even close friends. There is nothing like a good, really intense fight between friends to examine the strength of their friendship. Fights are indeed the acid test as far as friendships are concerned. Those which live thru them live on, closer than before, with a new found vigor. Above all, present friends are those whom we take for granted. There is nothing like their absence to remind us of them. We never really realize how many friends we have until; somehow, we are made to part. Old wine and old friends are the best, or so the saying goes. There really is nothing like the reunion between old friends. Their sudden presence is what makes our hearts leap. They bring with them the memories of the old days. There really is no better antidepressant. The warm hugs you exchange on meeting, the of things long thought to be forgotten suddenly spring up in your conversation as if it just happened yesterday, reliving those embarrassing moments that nobody else knowsà ¢Ã¢â€š ¬Ã‚ ¦really, nothing like it. Man is a social animal. Even today, one of the most terrible known forms of torture is solitary confinement. The pity is in the fact that there are people who inflict this dreadful torture on themselves. They confine themselves in prisons of their own minds; refusing to come out. The invisible shell that they have surrounded themselves with, though imaginary, is impregnable. Somebody said, the lock to hearts door is within. Who are our true friends-those few whom we let into our secret worlds and shared our joys and sorrows, our most private sentiments, and listened to theirs-are not actually decided upon by us. They just comeà ¢Ã¢â€š ¬Ã‚ ¦good friends.