William Shakespeare s Hamlet - 1253 Words

Shakespeare’s Hamlet is an intricate play where many themes are connected; themes that help develop the play. The issue of death and disease, both physical and emotional is very important throughout the play, as well as fate. The play also questions insanity, as well as dishonesty and moral issues. Of course, who could fail to remember the illustrious phrase ‘To be or not to be’, where Hamlet not only ponders about life and death, but also life’s other mysteries as well. Though these themes play major roles in the play, the most important theme in Hamlet is revenge. Revenge is a very strong emotion, which causes people to act insensibly and without reason. Revenge is a theme that is the foundation of the story. It is the primary†¦show more content†¦The Ghost goads Hamlet by telling him that it is part of every man’s honor to get revenge for the death of his father. Hamlet then becomes a part of the unraveling of Denmark after Hamlet a grees to avenge the death of his father. This begins a cycle of hatred, death, and revenge that ruins the lives of many. Throughout the play Claudius’ actions were influenced by revenge. He sends Hamlet to England out of fear of his own life and orders that he not only gets banished but also gets executed by Rosencrantz and Guildenstern. When his plan is thwarted by Hamlet he relies on Laertes to do his dirty work by guilt tripping him by saying â€Å"And hath abatements and delay as many As there are tongues, are hands are accidents; And then this should is like a spendthrift sigh, that hurts by easing.†(IV.VII.121-124)this means that if he waits too long to exact revenge, he probably won’t do anything to exact justice on Hamlet for killing his father and causing the death of his sister, Ophelia, which questions whether he actually loves his sister and father. This causes Laertes to ultimately decide to agree to duel Hamlet by saying â€Å"I will do t: And, f or that purpose, I ll anoint my sword. I bought an unction of a mountebank, So mortal that, but dip a knife in it, Where it draws blood no cataplasm so rare, Collected from all simples that have virtue Under the moon, can save the thing from death That is but scratch d withal: I ll touch my point With

Flare Case Free Essays

Subject: Flare Fragrance Recommendation Background: Flare was founded in 1955 as a small manufacturer of women’s fragrances. Over a period of time, Flare has dominated the fragrance market, generating 9. 5% of the total women’s fragrance market and had grown in to a No. We will write a custom essay sample on Flare Case or any similar topic only for you Order Now 4 player in the U. S women’s fragrances market. Flare has released 6 brands in the market namely Loveliest, Awash, Summit, Essential, Swept Away and Natural. Economic crisis has impacted Flare’s market share. Sales in 2007 were 12% and by 2008, the estimate was only 2% growth. Flare’s goal for 2009 was to generate $7. 5 million in incremental revenue and reverse declining sales trend. Recommendation: Flare should promote Natural with loveliest umbrella in 18-34 years age range and expand its efforts in the drug store channel. Rationale: 1. Natural fits Flare’s portfolio, both financially and strategically. Promoting Natural with loveliest umbrella will benefit Flare to meet its target sales numbers for 2009. Loveliest brand was introduced in 1975 and it still holds a strong equity in the market. It is positioned as a classic scent in the older age group. These customers will serve as evangelist and contribute to the promotion of Natural brand. As a result of the focus group sessions (ex 5), Projected sales for 2008 for Natural is $9. 1MM(ex 1). Based on forecasted numbers in table1, expected sales for 2009 could be $10. 15MM. Keeping the same communication budget from 2008 of 2. 7 MM to Natural in 2009 (exhibit 4), the expected revenue from Natural would be around 7. 45MM (table 2). 2. Natural is a recent launch under the loveliest umbrella and it is reaching slightly younger demographic, who are looking for the environmentally safer products or so called â€Å"green product† (page# 2). Natural is currently positioned as a chic brand in the younger age group (ex 3). 18-34 year age group women are highly brand aware with sensitivity to premium and prestige brands and word of mouth is influential for this age group(ex 5). Promoting Natural in the slightly younger age group will benefit Flare’s overall sales. 3. Arlmont’s review of current recession era (page#3), shows that mid-tier and premium brands will be increasingly available in the mass channels. Market development strategy can be used to expand Natural in the drug store. As a result of the focus group sessions (ex 5), 20% of customers shop at the drug store. Flare’s sales at the drug store do not mirror overall market and there is a potential for expansion in that space. Drug store chains have evolved over time and some of them also have high end features like on-site aestheticians to assist shoppers in selecting a particular brand. With the current economic conditions, customer with 18-34 yrs age group would get directed to the drug stores in search of cheaper prices. Placing free samples of Natural in the drug stores and Natural testers in the point of purchase will generate trial. Based on the information from table 3, after increasing the % allocation in drug store for Natural from 0. 5% to 2. 5% in (ex 1), the flare factory sales for 2009 will increase from 9. 1MM to 11. 3 MM. Additional 1. 15 MM can be spent on promotional budget for point of sale samples, expected revenue from natural can be 7. 45MM. Risk: 1. Drugstores would typically sell only Flare’s highest turnover items, which might damage Flare’s relationship with other retail accounts. 2. It can be difficult to position Natural in the 18-34 age group with the loveliest umbrella as women in this age group can perceive loveliest as a classic brand. Table 1 | Natural brand Sales forecast| 2006| 2007| 2008| 2009| 7|   Not available| 9. 1| 10. 15| 2009 sales figures are forecasted based on the % sales increase from 2006 to 2009. Table 2| | Natural brand| 2009 – expected factory sales(MM)| 10. 15| 2009 – communication budget(MM)| 2. 7| Incremental revenue| 7. 45| Table3 How to cite Flare Case, Papers

Business Good Returns The Smith Restaurant

Question: Describe about the Business Good Returns for The Smith Restaurant. Answer: Introduction The Smith is a restaurant that I started as an investment in an area I was certain of making good returns. This business has been an operation for the last four month, which means that it has not fully grown into an actual business. In this cases, changes have now and then to make sure that the operational relationship between different parties within the business is achieved. I have five restaurant attendants, three cooks and another person who operates within the store and counter concurrently. Last week I encountered a conflict that was the cashier and the attendants. The issue arose after I did an audit and found that there was some missing money. The cashier blamed the attendants and vice versa also encountered. Reasons for the Conflict Since I opened the restaurant, I have not formulated a policy on how the money should be paid after the services have been delivered to the customer. Therefore, some customers could pay directly to the cashier and others decide to pay to the attendant who facilitates the service. Some decided to keep some money thus making the business make losses within that short period. This was a dilemma because I knew it was my mistake for note making it clear on how the payment should be conducted. Also, I had not implemented a payment-via-receipt system to my business (Brounstein, Bell, Smith, Isbell, 2010). How to avoid such conflict It is my responsibility as a business owner to make clear policies about my restaurant to keep the workers focused on their work. Every individual should also be informed about the job responsibilities and requirements. It is will very easy to blame an employee for breaking formulated and known policies (Dismore, Garvey, Dismore, Godsmark, 2013). How to turn the conflict into opportunity The conflict between the cashier and the service attendants gave me an insight that I have never thought about The Smith Restaurant. Therefore, it gave me an idea on how I should equip the business with sufficient rules and regulation to govern it effectively. Later, I thought of making the business more transparent by introducing a sales book, whereby the cashier would receiving the money in accordance to the sale made as indicated in the receipt. On the other side, every attendant would only be servicing the food from the kitchen and giving the customers their receipts. Procedures for dealing with campaigns The procedures for dealing with campaigns in the hospitality and restaurant industry are quite fair to both sides affected by the complaint. For instance, if a customer complaints of having paid and the cashier claims not to have received the cash, the stored receipts are confirmed against the information provided by the victim. If the receipt is not found, more clarifications will be sought from the attendant (Latimer, 2010). Therefore, every sale made need to have an equivalent to avoid dilemmas in solving related complaints between the customers and the restaurant's management (Emerson, 2009). References Brounstein, M., Bell, A., Smith, D., Isbell, C. (2010). Business communication (1st Ed.). Toronto: Wiley Pathways. Dismore, A., Garvey, M., Dismore, H., Godsmark, C. (2013). Starting and running a restaurant for dummies, UK edition (1st Ed.). Hoboken, N.J.: John Wiley Sons. Emerson, R. (2009). Business law (1st Ed.). Hauppauge, N.Y.: Barron's Educational Series. Latimer, P. (2010). Australian business law 2012 (1st Ed.). North Ryde, N.S.W.: CCH Australia.