Why Is Gatsby so Memorable to the Reader Essay Example for Free

Why Is Gatsby so Memorable to the Reader Essay The Great Gatsby was first published in 1925 and was one of Fitzgerald’s most well-known novels. Many aspects of this book caused this mass popularity, however the main reasons are his use of romantic modernism and most importantly, his portrayal of the different character. The different portrayals of the characters across Long island manipulate the reader’s opinion. One of the most famous examples for this is Gatsby. Gatsby is a very memorable character for many different reasons, such as the portrayal of him by Nick, his mannerisms, his reactions and doings. Each of these reasons helps him become memorable, however another important aspect of this memorability is the effects the Fitzgerald uses, romantic modernism, imagery, atmosphere, descriptions. One reason why Gatsby is memorable to the reader is because of Gatsby’s role as an exception in Nick’s, the narrator of this story, newly formed opinion on the people in Long Island. While Nick has a strong negative reaction to his experiences in New York and eventually returns to the Midwest in search of a less morally ambiguous environment, even during his initial phase of disgust, Gatsby stands out for him as an exception. Nick admires Gatsby highly, despite the fact that Gatsby represents everything Nick scorns about New York as he merges n with the crowd of West Egg, ostentation, garishness and flashy mannerisms, Gatsby clearly poses a challenge to Nick’s customary ways of thinking about the world, and Nick’s struggle to come to terms with that challenge inflects everything in the novel. One example of this is; ‘ â€Å"I wouldn’t ask too much of her,† I ventured. â€Å"You can’t repeat the past. † â€Å"Can’t repeat the past? † he cried incredulously. Why of course you can! † ‘ This quote shows us how motivated and dedicated Gatsby is to relive the past, with his ‘lover’ Daisy. His undying, untameable passion for her is constantly emphasised throughout the book. However, the most unusual feature of this affair, in comparison to the other various affairs of characters is that Gatsby wants to relive the past. Althoug h his ideas and morals highlight everything that Nick’s contradict, he still always has a sense of dedication towards Gatsby, such as being the only person at Gatsby’s funeral. Nick’s attitudes toward Gatsby and Gatsby’s story are ambivalent and contradictory. At times he seems to disapprove of Gatsby’s excesses and breaches of manners and ethics, but he also romanticizes and admires Gatsby, describing the events of the novel in a nostalgic and elegiac tone. This opinion formed by the narrator of this story now means that Gatsby is more memorable because of the sometimes contradictory opinions on his character but also because of the narrator’s reaction to Gatsby. A second reason why Gatsby is memorable to the readers is because of the use of mystery and withheld information throughout the beginning aspects of the book. This mystery is initially triggered when the readers first see Gatsby. ‘He gave a sudden intimation that he was content to be alone — he stretched out his arms toward the dark water in a curious way, and, far as I was from him, I could have sworn he was trembling. Involuntarily I glanced seaward — and distinguished nothing except a single green light, minute and far away, that might have been the end of a dock. When I looked once more for Gatsby he had vanished, and I was alone again in the unquiet darkness’ In this extract Gatsby is initially portrayed as a very mysterious and enigmatic character and interestingly stands in stark contrast to the other denizens of West Egg. Although Nick is unsure of this green light’s origin or even what significance it represents for Gatsby, the inner yearning which is visible to Nick, mainly because of Gatsby’s posture and emotional surrender to this green light makes him seem the opposite of the previous surrounding, the sarcastic Ivy League set at the Buchanans’. Gatsby is a mysterious figure for Nick, since Nick knows neither his motives, nor the source of his wealth, nor his history, and the object of his yearning remains as remote and nebulous as the green light toward which he reaches. This imagery creates a tense atmosphere for the readers initial perception This use of mystery surrounding Gatsby helps him to become more memorable because he is the character who leads the reader’s curiosity and is always indirectly at the center of everything. This helps Gatsby become more memorable by the use of withheld information and mystery. Fitzgerald delays the introduction of most of this information until quite late in the novel. Gatsby’s reputation precedes him—Gatsby himself does not appear in a speaking role until Chapter three. Fitzgerald initially presents Gatsby as the aloof, enigmatic host of the unbelievably lavish parties thrown every week at his mansion. He appears surrounded by spectacular luxury, courted by powerful men and beautiful women. He is the subject of gossip throughout New York and is already a legendary celebrity before he is ever introduced to the reader. Fitzgerald propels the novel forward through the early chapters by shrouding Gatsby’s background and the source of his wealth in mystery. As a result, the reader’s first, distant impressions of Gatsby strike quite a different note from that of the lovesick, naive young man who emerges through the later part of the novel. This also helps him to be more memorable. An alternative reason why Gatsby is memorable is his effect on other characters, although he is a stark contrast in many ways, this helps the audience to warm to him. Some of the defining characteristics of Gatsby are his theatrical quality as a character and also his charisma. Chapter three is when Fitzgerald creates a close examination on Gatsby and allows the reader to form an opinion alone. ‘He had one of those rare smiles with a quality of eternal reassurance in it, that you may come across four or five times in life. It faced, or seemed to face, the whole external world for an instant and then concentrated on you with an irresistible prejudice in your favor. It understood you just as far as you wanted to be understood, believed in you as you would like to believe in yourself. ’ This description of Gatsby’s smile captures both the theatrical quality of Gatsby’s character and his charisma effectively within its essence. Additionally, it encapsulates the manner in which Gatsby appears to the outside world, an image Fitzgerald slowly deconstructs as the novel progresses toward Gatsby’s death in Chapter eight. One of the main facets of Gatsby’s persona is that he acts out a role that he defined for himself when he was seventeen years old. His smile seems to be both an important part of the role and a result of the singular combination of hope and imagination that enables him to play it so effectively. Here, Nick describes Gatsby’s rare focus—he has the ability to make anyone he smiles at feel as though he has chosen that person out of â€Å"the whole external world,† reflecting that person’s most optimistic conception of him- or herself. This synecdoche of Gatsby’s smile also makes the reader remember Gatsby a lot more than they may not have done as it represents his whole character as an unusual but yet enigmatic person. Another reason why Gatsby is memorable to the reader is because of the various comparisons and parallels drawn between other famous characters in stories. These are effective because they help the reader to further challenge their initial opinion on Gatsby but in an unusual, unfamiliar manner. ‘The truth was that Jay Gatsby, of West Egg, Long Island, sprang from his Platonic conception of himself. He was a son of God—a phrase which, if it means anything, means just that—and he must be about His Father’s business, the service of a vast, vulgar, and meretricious beauty. So he invented just the sort of Jay Gatsby that a seventeen year old boy would be likely to invent, and to this conception he was faithful to the end. ’ In Chapter six, when Nick finally describes Gatsby’s early history, he uses this striking comparison between Gatsby and Jesus Christ to illuminate Gatsby’s creation of his own identity. Fitzgerald was influenced in drawing this parallel by a nineteenth-century book entitled The Life of Jesus. This book presents Jesus as a figure who essentially decided to make himself the son of God, then brought himself to ruin by refusing to recognize the reality that denied his self-conception. Renan describes a Jesus who is â€Å"faithful to his self-created dream but scornful of the factual truth that finally crushes him and his dream†Ã¢â‚¬â€a very appropriate description of Gatsby. Fitzgerald’s devising of this metaphor allows Gatsby to be compared more thoroughly and also provides an association to the other characters throughout the rest of the book. Though the parallel between Gatsby and Jesus is not an important motif in The Great Gatsby, it is nonetheless a suggestive comparison, as Gatsby transforms himself into the ideal that he envisioned for himself (a Platonic conception of himself) as a youngster and remains committed to that ideal, despite the obstacles that society presents to the fulfillment of his dream, such as the fact that Gatsby wants to repeat the past but the situation has changed completely. The final reason why Gatsby is so memorable is his impact throughout the novel. An initial factor of his memorability is that the book is called ‘The Great Gatsby’. Before the readers have even heard of this character they already start to question various aspects of him. However, the biggest impact he had was the dedication he created within Nick for him. ‘Gatsby believed in the green light, the orgastic future that year by year recedes before us. It eluded us then, but that’s no matter—tomorrow we will run faster, stretch out our arms farther. . . . And then one fine morning— So we beat on, boats against the current, borne back ceaselessly into the past’ These words conclude the novel and find Nick returning to the theme of the significance of the past to dreams of the future, here represented by the green light. He focuses on the struggle of human beings to achieve their goals by both transcending and re-creating the past. Yet humans prove themselves unable to move beyond the past: in the metaphoric language used here, the current draws them backward as they row forward toward the green light. This past functions as the source of their ideas about the future, epitomized by Gatsby’s desire to re-create 1917 in his affair with Daisy, and they cannot escape it as they continue to struggle to transform their dreams into reality. While they never lose their optimism, â€Å"tomorrow we will run faster, stretch out our arms farther . . . , they expend all of their energy in pursuit of a goal that moves ever farther away. This apt metaphor characterizes both Gatsby’s struggle and the American dream itself. Nick’s words register neither blind approval nor cynical disillusionment but rather the respectful melancholy that he ultimately brings to his study of Gatsby’s life. Therefore overall Gatsby is a memorable character mainly because of his portrayal by Nick and Fitzgerald’s use of imagery to be described. Throughout, Gatsby changes the atmosphere and always clings to the mind of the reader.

Defining Good Advice :: Definition Essays

Defining Good Advice What is good advice? As Rosymar stated, "Good advice is general, specific, and a helpful idea that could transmit confidence and security, usually, we get it from someone we trust." Good advice, to me, is some help in life that comes from a person that the advisee trusts. Advice is good when it is given thoughtfully to a person. It has to be from the heart, not just said for the sake of being said. Generally, good advice has to come from experience. I can't tell a friend that I understand a situation if I have never experienced it myself. Although, the advisor won't know everything about anything, with the advisors' experience, reliable advice should be given. I have found and observed that the best advice is given from someone that knows what it feels like to be in the same position. Otherwise, the advisor is just guessing as to what the right way to solve the problem. How does good advice work? Good advice is only found useful if it relates to the situation. Take road signs for example. A "watch for moose" sign wouldn't be placed in the middle of Los Angles. It is not right because (I am assuming) there aren't enough moose in Los Angles that people need to be careful while driving. The advice may be used later on in life, though, just as long as it applies. It also works when it is not forced on the advisee. The final result from the pressure is the advisee feeling rotten for the way he/she handled the situation. The only way the advisee will learn from the experience is if he/she decides which part if any to be used them selves. Advice doesn't work if it is not truthful. The advisee would not be asking the advisor for advice if a truthful, helpful, and understanding response wasn't expected. If the advisee respects the advisor enough to ask for help, the advisor should respect the advisee enough to give honest advice. I agree with the notion that good advice and good writing are connected. Language can be written or spoken, so I think that it is language and good advice that are connected. The language influences the way that a person interprets the message. If the advice is truthful and doesn't 'beat around the bush' it is more effective.

How Craft Changed Oreo Marketing Strategy in China

How Kraft Changed the Oreo and Its Global Marketing Strategy for Success in China Gale Business Insights: Global Case Study Collection Learning Objectives After analyzing this case study, students should be able to do the following: Explain at least three benefits of market research in product development for international and emerging markets Identify traditional and nontraditional strategies for increasing revenue through entering new global markets Appreciate the effect of cultural norms and tastes for firms expanding to new markets Discuss how firms can focus products to local tastes while increasing brand value globally IntroductionOne of the more popular strategies for firms to increase profits in the 21st century has been to expand to new, growing markets. China, India, and other Asian and Pacific countries have received a great deal of attention by North American and European firms attempting to tap growing levels of expendable income from the emerging middle classes in these countries. The strategy seems sound, but its execution is critical to its success or failure. Many examples exist of companies in the 1990s and the first decade of the 2000s failing to gain traction in these new markets.Firms often try to attract new customers by offering essentially the same products that have worked in other markets. They support this strategy by adding sales and marketing staff and other resources to convince potential buyers in the new market of the value of their products. Offering a standard product across markets can minimize costs and increase profit margins. However, cultural norms, tastes, and preferences vary greatly between a firm’s home market and the new market it may be attempting to enter.It is often difficult for firms to gauge the right mix of standardization and localization while still making growth profitable rather than being a drag on profits. For example, Campbell Soup Co. saw an opportunity to make big profits in Russia and China wit h its preprepared soup products. According to The Wall Street Journal, Campbell estimated that Russians and Chinese eat soup five times per week on average. As life in China and Russia gets busier and more women enter the workplace, the company forecasted that people would have less time to prepare meals and that the demand for preprepared food would increase.However, Campbell found after years of marketing its products in these countries that its canned soup strategy did not capture the revenue it needed to be profitable. Campbell introduced and then pulled its condensed soups out of China in the 1990s, and the company announced in June 2011 that it would close its Russian operations four years after entering the market. Kraft Foods Inc. is another company that sees opportunities for new and growing profits in Asia. The company’s first attempts to enter Asian markets were as unsuccessful as Campbell’s initial attempts.However, Kraft decided to shift to a new marketing strategy, grounded in a different understanding of how to best expand into new markets. Kraft Foods and the Oreo in 2005: In Need of a Change The first Oreo cookies were produced in New York City in 1912 and registered as a Nabisco trademark one year later. Nearly a century of popular marketing campaigns made Oreos one of the best selling cookies and best-known food brands in the United States. Throughout this period of popularity, very little changed about the physical cookie: Oreos remained a sandwich cookie with chocolate ends and a cream-filled center.The design of the cookie helped initiate an eating ritual that advertisers soon appropriated to make the cookie even more popular: the â€Å"twist, lick, and dunk† method for eating the cookie has been a centerpiece of Oreo advertising for many years. By 2005, the Oreo cookie had been a mainstay in U. S. consumer culture for nearly a century. However, sales in the United States had seemed to peak, and international growth i n emerging markets in Asia and elsewhere was slow if barely noticeable at all. The Oreo was introduced in China in 1996, in he same form that a customer would find it in a grocery store in the United States. Sales had been flat for the first five years of the 2000s and were in decline. â€Å"In 2007, Kraft Foods China was an unprofitable, $100 million business that was not growing,† noted Sanjay Khosla, Kraft Foods’ president of developing markets, in an interview published by the Boston Consulting Group. Kraft was even thinking of pulling the product out of the Chinese market completely, due to poor sales. The company as a whole was performing poorly. This led to a shake-up of executive management in 2006, with Irene B.Rosenfeld installed as chief executive officer (CEO). Rosenfeld had previously worked at Kraft for 22 years before leaving in 2003 to head Frito-Lay North America. In early 2007, Rosenfeld outlined a strategy to turn the company around that included pro duct quality, research and development (R&D), and acquisitions as critical to the future growth of the company. Rosenfeld hired cutting-edge business leaders such as Khosla to help create the strategy that would change the way Kraft Foods Inc. does business. Fewer, but Larger Bets: Growth Through Focus and the 5-10-10 Strategy at Kraft FoodsWhen Sanjay Khosla left Fonterra Group in 2007 to spearhead Kraft Foods’ business in developing countries, he was tasked with discovering a way to realize the potential for growth in developing markets that had eluded Kraft and so many other large, successful multinational firms. That different approach eschewed the traditional idea that a company must produce more in order to sell more. In a 2011 feature on Khosla in Chicago Magazine, Khosla noted that â€Å"[c]ompanies were just planting their flags, with a one-size-fits-all attitude that didn’t work.You can’t just force stuff from one country to another. † Instead, Kraft Foods would redesign the way it, and other firms, entered emerging markets. Khosla coauthored an article with Mohanbir Sawhney for Strategy+Business magazine, called â€Å"Growth Through Focus,† in which the authors details the many changes that took place at Kraft Foods to succeed in developing markets. â€Å"A typical ‘growth through more’ strategy,† they write, â€Å"diffuses the organization’s efforts. It increases the complexity of the organization and its operations. Companies should not produce more to drive growth but should instead focus its operations and strategy to achieve growth. â€Å"The engines of growth,† write Khosla and Sawhney, â€Å"are focus (fewer brands, fewer categories, and fewer markets) and simplicity (simple vision, simplified execution, and simpler organizational designs). † Kraft Foods would choose which brands have the best chances of winning in which markets and then supply its management and emp loyees with an abundance of resources to succeed. â€Å"We have found that seemingly mature businesses can be energized by making fewer but larger bets. The executive team at Kraft had a strategy for winning but had to ensure that its employees at all levels understood and executed the strategy, so it came up with a vision statement or â€Å"hook† that would be communicated throughout the ranks, called the â€Å"5-10-10† strategy: five categories, ten brands, and ten markets. â€Å"5-10-10† would help communicate to all employees exactly what the major priorities for the company would be, providing a sense in its culture that executive management was open and committed with its strategies and goals.After conducting several workshops with its managers and employees all over the world, where open and candid feedback was encouraged, Kraft Foods decided that its best chance at winning would be to focus on two categories: biscuits and chocolate. Although it has been successful mostly in the United States, Oreo had recently, in 2006, become the bestselling biscuit in China, due to new marketing and product development tactics implemented by a team led by Shawn Warren, vice president of Marketing at Kraft Foods International.By focusing on China with the Oreo and taking focus away from other successful brands and emerging markets, Kraft Foods Inc. was making a big bet indeed. Breaking the Cookie Mold: Recreating the Oreo for the Chinese Consumer What followed was a focused, open-minded market research project to find out why the traditional Oreo was not working in China and, more importantly, to figure out the kind of biscuit (called cookie in the United States) would appeal to Chinese consumers. The findings uncovered precisely why the Oreo was not catching on with the Chinese.It may seem obvious that different cultures have different tastes and norms, but sometimes it takes a lot of investment in market research to discover exactly what those differences are and to move from anecdotal opinions to actionable empirical evidence. First, the Oreo that had appealed to millions of Americans over the course of a century was simply too sweet for the Chinese palate. Put simply, the Chinese did not particularly like the taste of the traditional Oreo. Research also found that the cookie itself was too big and that the price of 72 cents for 14 Oreos was too high.Product Development and Recasting the Oreo Cookie In response to this new understanding of Chinese consumer opinions, Kraft Foods’ Asia Pacific division went to work to create the kind of product that might be able to catch on in the region. The Wall Street Journal reported that 20 prototypes were developed with reduced sugar content. Kraft tested the prototypes to find a formula that Chinese consumers would find most appetizing. They did the same for packaging and pricing, settling on a package that cost 29 cents and contained fewer Oreos.Other product development in novations, based on market research insights, went further in transforming the Oreo in China. Learning that demand for wafer-type biscuits was on the rise in China, Kraft introduced a wafer version of the Oreo that looked nothing like the one so well known in North America but tasted nearly the same as the cookie form, under its new Chinese balance of sweetness and chocolate. This new Oreo contained four crispy wafer layers filled with vanilla and chocolate cream, all covered in chocolate coating.Innovative product development followed to react to market research and attempt to tailor the marketing of the Oreo brand to the Chinese consumer. New filling flavors aimed specifically at the Chinese consumer were introduced, including green tea, orange, mango, and blueberry. In an interview with Retail in Asia, a web publication that covers Asia retail news, Kraft Foods Asia Pacific Sales vice president Andy Tosney described how Kraft Foods had even invested in new R&D to custom fit its O reo brand products to suit the particular needs of the Asia Pacific consumer: W]e discovered that biscuits and sweets snacking tends to be a ‘cold weather phenomenon,’ meaning that sometimes consumption tends to slow down if the temperature gets very hot. With this insight, we developed Oreo IceCream. The fillings in the biscuits have different ice-cream flavours. The advanced technology we use allows the ice-cream fillings to give out an amazing cooling sensation in the mouth as though you’re eating an ice cream. The product is fantastically successful in China and Indonesia.Tosney added that Kraft had taken a further step of transforming its supply-chain logistics in order to ship the ice-cream-filled cookies from the colder northern China climates to the much hotter south of China. Kraft doubled its China sales force to sell these new products, truly bringing to bear the â€Å"Focus through Growth† model that Khosla and CEO Irene Rosenfeld were now cham pioning for the entire company. It did not take long for these changes to take effect on the marketplace. In 2006, the Oreo became the number one–selling biscuit in China.From 2008 to 2010, according to Khosla in his Boston Consulting Group interview, revenues from the Oreo brand grew by more than 30 percent per year on average, with better-than-average margins. Before Kraft Foods’ big push in China, the biscuit and cookie market was not particularly profitable compared to other countries. The Wall Street Journal reported that the Chinese market for biscuits in 2007 was US$1. 3 billion compared to the US$3. 5 billion U. S. market. Now that Kraft Foods felt it had the products the Chinese wanted, it had to let Chinese consumers know about it.Going â€Å"Glocal† with the Oreo Brand and the Marketing Mix Kraft Foods’ innovative strategies to grow in China did not stop at new product development. To advertise the new, tailored Oreo brand, Kraft Foods had to a pply the same locally focused thinking to advertising its products. Kraft did this through what Khosla has termed a â€Å"glocal† strategy. Glocal is the idea of utilizing a firm’s global financial and organizational muscle while localizing marketing leadership and tactics.The first step was to push larger marketing decision-making out of Kraft Foods’ headquarters just outside of Chicago, Illinois, United States, to the regional managers. The idea is simple but often unutilized by large multinational firms: Managers who live in different markets surely know the markets better than the executives at headquarters. These local managers should be challenged to be entrepreneurial with their segment of the business and thus given control of a great deal of strategy and financial resources, resources that are typically centralized at home office.As Khosla and Sawhney write in â€Å"Growth through Focus,† â€Å"decision making needs to be moved closer to custome rs and consumers so that the people responsible for results have the operating freedom they need. † Supported with corporate resources but free to choose how to utilize those resources, local managers are able to innovate and execute quickly, instead of waiting for corporate approval to undertake initiatives. Given this freedom, local managers in the Chinamarket innovated effective new ways to get the word out about the new Oreo to Chinese consumers.Important to the glocal ethos the company had now initiated, these managers developed marketing campaigns that utilized local means to target Chinese populations, while simultaneously supporting the Oreo brand, increasing its global equity. For example, advertising focused on teaching the Chinese consumer about the â€Å"twist, lick, and dunk† technique that is so popular in the United States. The new Oreo products introduced in China were designed intentionally to share in that same experience, although in slightly differen t ways.Kraft launched a TV campaign where children were shown demonstrating the technique to their parents. Another TV ad featured a twist on this situation, with China-born NBA basketball star Yao Ming showing his son how to twist, lick, and, in particular, dunk an Oreo. In addition to the TV ad strategy, Kraft Foods realized that mobilizing support on the ground was just as important as spreading the word on China’s airwaves. To encourage the pairing of milk with Oreo cookies, Kraft organized a grassroots campaign to get Chinese university students to do its marketing for them.Thirty Chinese universities were chosen to participate in an Oreo Aambassador program, drawing 6,000 applications from students. Three hundred of these students were chosen to become Oreo brand ambassadors, and they undertook a range of activities, including riding their bicycles around Beijing with Oreo-branded wheel covers and organizing basketball games with a marketing angle of comparing dunking a basketball with dunking an Oreo in milk. Oreo samples were handed out to more than 300,000 customers. In a Wall Street Journal article on the Oreo’s success in China, Kraft Foods Inc.CEO Irene Rosenfeld called the Oreo bicycle campaign â€Å"a stroke of genius that only could have come from local managers. The more opportunity our local managers have to deal with local conditions will be a source of competitive advantage for us. † The Oreo Ambassador program was so successful that it has been extended to other markets, such as India and Indonesia, and each Oreo Ambassador iteration is promoted on Facebook and other social media sites, in order to reach active college crowds in these markets. ConclusionIn 2007, the year after Kraft introduced the new Oreo into the Chinese market, sales doubled, and the Oreo became China’s number one cookie. Sales in China helped the Oreo brand to pass the US$1 billion mark in global sales. In 2009, Forbes reported that in the ye ar ending September 2009 Kraft Foods had earned a 22. 4 percent market share in the US$1. 6 billion cookie market. According to Kraft’s website, China is now the second-largest market for the Oreo, after the United States. Kraft Foods’ glocal marketing strategy shows a new way for firms to branch out into new markets and reach the new customers that the market research promises.Kraft’s strategy works because it is founded on the assumption that growing in a new, developing market is not necessarily an easy proposition and requires a deep level of understanding of the consumers in that market and a willingness to dedicate substantial resources to create products and marketing campaigns that truly serve actual consumers. This may sound like Marketing 101, but the many examples of firms that have failed to grab hold of Asia-Pacific consumers shows that Kraft Foods’ execution of this strategy played a large role in the company’s success in this market. In an interview with Marketing-interactive. com, Kraft Foods Asia Pacific vice president of marketing Shawn Warren nicely states the difference between those firms that succeed and those who do not: â€Å"The importance of shifting from the ‘I think’ culture to the ‘I know’ culture, that’s a vital lesson we learnt in China. † Questions What did Kraft Foods Inc. learn about the Chinese consumer through market research that it did not know before? Do you believe that the company reacted properly to the market research? How might they have reacted differently?What did Kraft do differently from other firms that try to grow through entering new markets? Do you think Kraft’s methods would work for all multinational firms trying to grow in new markets or regions? Do you think that the Oreo brand has been strengthened, or weakened, due to Kraft Foods’ actions of changing the Oreo cookie itself in other markets? Can you think of other bra nds that it would benefit to undergo a similar transformation? Which brands could lose value if a drastic product change were made? Think of another developing market a firm may want to enter.How do you think this market’s consumers might be different from Chinese consumers? How might they be similar? Could Sanjay Khosla and Mohanbir Sawhney’s â€Å"Growth Through Focus† strategy can be applied to all companies? Which companies may not benefit from this growth framework? Further Readings References/Bibliography Chowdhry, Seema. â€Å"Sanjay Khosla: Khosla and the Chocolate Factory. † Livemint. com, November 19, 2011. Accessed March 7, 2012. http://www. livemint. com/2011/11/18201634/Sanjay-Khosla Khosla-and-the. html. â€Å"Finding the Right Blend Is Crucial: Kraft CEO Irene Rosenfeld. The Economic Times, November 23, 2011. Accessed March 7, 2012. http://articles. economictimes. indiatimes. com/2011-11-23/news/30433514_1_kraft-ceo-irene-rosenfeld-oreo-kr aft-executives. Jacobson, Robert R. , and David E. Salamie. â€Å"Kraft Foods Inc. † International Directory of Company Histories. Ed. Jay P. Pederson. Vol. 91. Detroit: St. James Press, 2008. 291-306. Jargon, Julie. â€Å"Campbell Soup To Exit Russia† Wall Street Journal (Eastern Edition), June 19, 2001: B9. ———. â€Å"Kraft Reformulates Oreo, Scores in China. † Wall Street Journal, May 1, 2008: B1. Khosla, Sanjay, and Mohanbir Sawhney. Growth through Focus: A Blueprint for Driving Profitable Expansion. † Strategy+Business 60. August 24, 2010. Accessed March 7, 2012. http://www. strategy-business. com/article/00034? gko=63292. Lautman, Victoria. â€Å"Kraft Foods’s Brand New World. † Chicagomag. com, June 2011. Accessed March 7, 2012. http://www. chicagomag. com/Chicago-Magazine/June-2011/Kraft-Foodss-Brand-New-World. Ng, Erica. â€Å"Profile: Shawn Warren, VP Marketing Kraft APAC. † Marketing-interactive. com, Oc tober 27, 2010. Accessed March 7, 2012. http://www. marketing-interactive. com/news/22808. Silverstein, Michael J. Sanjay Khosla on the Power of Focus: An Interview with the President of Kraft’s Developing Markets Business. † Bgc. perspectives by The Boston Consulting Group, December 5, 2011. Accessed March 7, 2012. https://www. bcgperspectives. com/content/interviews/consumer_products_globalization_khosla_sanjay_president_krafts_developing_markets_business. â€Å"Talking Shop: Kraft Foods—Conquering the Asian Market with Global Thinking. † Retail in Asia, February 8, 2011. Accessed March 7, 2012. http://www. retailinasia. com/article/sectors/food-beverage/2011/02/talking-shop-kraft-foods-%E2%80%93-conquering-asian-market-global-thin.

A Survey Report On The Prevalence Of Hypertension

According to the survey report of WHO 2012 World Health Statistics , a third of the world s adults have high blood pressure, the number of deaths due to hypertension is about half of the total number of the deaths due to the stroke and heart disease. With the rapid development of economy and technology, and gradually improve the way people live, continuous improvement of living standards, as well as society as a whole and further exacerbate the degree of aging, hypertension because of its high morbidity and disability has become China major issues of national health and social health, and understand trends in favor of developing high blood pressure and better hypertension prevention and control strategies. KEYWORDS Hypertension,Blood pressure,china,prevalance. The prevalence of hypertension in China Over the past 50 years, China has conducted four times the population of large-scale sample survey of the prevalence of hypertension. The total number of each survey, age, diagnostic criteria and prevalence was rough. Although the size, age and diagnostic criteria for each survey are not consistent, but basically objectively it reflect the Chinese population in 50 years the prevalence of hypertension was significantly increased. According to four times the whole with hypertension and 2002 sample survey conducted 1959, 1979-1980, 1991, China adult hypertension prevalence rates were 5.1%, 7.7%, 13.6% and 18.8%. The first survey in 1959, the population aged 15 and above wereShow MoreRelatedEssay about High Prices of Healthy Foods Prevents Control of Diabetes1247 Words   |  5 Pagesare not natural facts but rather the product of policy decision distributing societal benefits and burdens. The prevalence of Type 2 Diabetes health and lifestyle education programs can be useful in reducing the incidence but only for a limited time. 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