Pacs Implementation Within A Radiology Department Information Technology Essay

Pacs Implementation Within A Radiology Department Information Technology Essay Information technologies and systems have revolutionised the way people think and act in many spheres of life. Information systems are deemed to be one of the major tools available for business managers for achieving operational excellence, developing new products and services, improving decision making and achieving competitive advantage (Laudon Laudon, 2009). The domain of information systems is an exciting evolution creating digital content in their products and services and delivering them over digital networks as being practiced widely in businesses, including in the healthcare enterprise. In the healthcare industry, information systems have created opportunity to restructure both the operational and architectural aspects in general, particularly in the radiology department (Rostenberg, 2006, p. 15). Perhaps as Jalaludin et al. (2005, p. 56) stated, no other specialty in medicine has benefited as greatly as in radiology with respect to advances in electronics and computers. The transformation of digital radiology will strive on giving way from the expensive and time-consuming endeavour of film and paper based methods to the faster and simpler computer based ones. As radiology continues to grow and evolve, paradigm changes such as reengineering information storage and delivery, as well as refining the overarching data repositories and access systems that support the healthcare consumer is required in order to be competitive. In keeping with the challenges, a prominent feature of evolution would be the proliferation of enterprise-wide electronic Picture Archiving and Communication Systems (PACS), which has changed the face of radiology by radically altering the core drivers of traditional film-based imaging facilities. Filmless image management systems will become popular in all hospitals in the near future (Furukawa et al., 2004). Therefore one should investigate the merits demerits of implementing this system effectively taking into consideration the productivity improvements and cost reductions while providing better patient care. 2.0 Purpose The purpose of this report is to propose PACS implementation within a radiology department in a public sector medical centre located in Kuala Lumpur, Malaysia, as part of a strategic business plan to create competitive advantage in the ever increasing patient demand. The author will conduct an analysis of the competitive environment and resources evaluating the strategic options in implementing PACS. Apart from this, an outline of the MIS requirements for the successful implementation of the selected PACS strategy and the associated plan needed to be undertaken will also be highlighted. This will lend a hand in securing funding and to provide a roadmap for its implementation within the timeline of one (1) year. The judicious planning of PACS strategy business plan will aim towards reengineering information storage and digital delivery as part of fulfilling the departments goals and objectives in creating a filmless environment, thus adding value and improving the business of radiology. 3.0 Organisational and Environmental Audit. The development of PACS strategy in the evolving field of radiology, as stated by Chan (2002) consists of two main interrelated processes such as: gaining insight into the organisation and its environment; and positioning the organisation for sustained competitive advantage Organisations need to respond to changes in their environment by continuous adaptation, which warrants making decisions on how to adjust and develop their products and services by keeping pace with environmental changes; otherwise they will lose their competitiveness (Chan, 2002). In addition, government regulation such as Health Insurance Portability and Accountability Act (HIPAA) has driven many to demand improvements in the management of the information systems within the healthcare system with PACS being one of the primary components of this requirement (Smith Hirschorn, 2006, p.157). As such, it is important to answer three essential strategic questions and develop the framework for PACS strategy, thus focusing on few elements that relatively contribute to sustained competitive advantage (Table 1). Strategic Questions Framework Where is our organisation right now? Wide range of information is collected. Where do we aim to go in the future? Insight developed and options generated. How do we get there? Implementation of new strategy. Table 1: Strategic questions and framework in PACS strategy development (Chan, 2002) As part of gathering wide range of information to set the framework for PACS strategy development, strategic analysis such as external environment and organisational audit is required as shown in Table 2. Strategic Analysis Outcome Development in radiology context External Environment Review events and trends that have occurred, occurring or anticipated to occur. Changes in economic, governmental, technologic, physical, cultural and managerial process. Mandate the conversion from the analogue paper and film based systems to a purely digital department. Organisational Evaluate the structure, operations, resources and culture of the organisations. Identify the current capabilities and the availability for the future strategic initiatives. The support of personnel from all levels will bring it closer to the department goals of going filmless. Capabilities enhanced through proper training and coaching sessions. Table 2: Strategic Analysis in PACS development (Chan, 2002) In addition, it is also imperative to gain information regarding the interrelationships between the two. As such, a simple integrative analysis, known as SWOT is performed to highlight the inherent strengths and weaknesses, as well as opportunities and threats about the organisation and the relevant environmental factors facing the organisation in implementing PACS strategic business plan, as shown in Table 3. STRENGTHS: The development of an organisations particular set of resources, which leads to sustainable competitive advantage. Collective organisational learning that results in superior performance, especially in coordinating and integrating new activities and workflows. New strategy and initiatives fosters new views of the role of radiology in the health care industry, thus adding value to the services rendered. WEAKNESSES The resulting strategy may fall out of favour as a result of plans becoming too detailed and cumbersome to implement. Different divisions may be inflexible in the face of changing business conditions and new competition. Should this be unsuccessful, the managers and employees who were responsible for the implementation of the chosen strategy may feel disempowered. OPPORTUNITIES Building new capabilities and inventive in the use of limited resources to close gap should there be misfit between available resources and the resources needed for the desired goal. The push to possess leadership qualities along the new development path and change management. Room to exercise imagination and creativity throughout the development and implementation of new strategy. THREATS External events or environmental trends that cannot be foreseen by observers could affect or even invalidate the viability of each strategic option that is considered. High costs of increased government regulations in radiology practices may deter the implementation. Table 3: Authors framework of SWOT analysis about the organisation and the relevant environmental factors in implementing PACS strategic business plan 4.0 Competitive Analysis Once the insight of an organisation and its environment is gained, it is fundamental to undertake competitive analysis. These include a definition of the immediate radiology market, a description of competitors and the status of their PACS implementations (Levine, 2006, p. 37). In creating the framework to help determine industry competition, arguably the most widely used model will be Porters five forces model (Figure 1). Figure 1: The five competitive forces that shape strategy (Porter, 2008) According to Porters five competitive forces model, the strategic position of the firm and its strategies are determined by competition with its traditional direct competitors and also greatly affected by new market entrants, substitute products and services suppliers and customers (Laudon Laudon, 2009, p. 107). A market research conducted by Frost and Sullivan (2010) stated that the radiology markets in Southeast Asia have considerable potential, regardless of their maturity. In addition, the analyst further reiterated that with the decline in costs and advancements in PACS applications, smaller hospitals have begun to implement PACS in radiology and also in various medical disciplines such as the cardiology and dentistry departments that produce medical images too; thus enabling better image management. Therefore, the strategic plan should note any PACS advertising done by local competitors in order to highlight any potential threat to market share, then perform the market share at risk if PACS is not implemented at this institution to estimate the amount of additional revenue that may be shifted to or from a competitor that has respectively superior or inferior radiology services. However Levine (2006, p. 39) stated that, a potent argument for PACS in the strategic plan will be to compare capacity and productivity gains that can be expected to accrue from the implementation to the future increases in demand for radiological services due to the normal growth and increased market share. As such, applying Porters five forces competitive analysis in PACS strategy would generate a framework as shown in Table 4. Competitors: Government hospitals Teaching hospitals Private medical centres Potential competitors: All radiology businesses Substitute products: Advances in hardware and software Breakthrough products in other emerging imaging technology with built-in information systems Networking only a few workstations together from radiology department to a particular department Buyers: Individual hospitals or medical centres Regional health care networks and integrated delivery systems Government programmes Managed care organisations Suppliers: Information technology providers (HIS, RIS, PACS, Application Service Providers) Manufacturers of imaging devices and supplies Table 4: Authors framework using Porters five forces competitive analysis applied in PACS strategy 5.0 Strategic Implications There are three basic strategic options available to organisations for gaining competitive advantage, according to Porters Generic Competitive Strategies model (Figure 2), namely, cost leadership, differentiation and focus, thus developing the edge, which brings revenue for the organisation and takes it away from ones competitor (Mind Tools, 2011). Figure 2: Porters Generic Competitive Strategies model (MBA Knowledge Base, 2011) With the implementation of PACS, this organisation aims to provide low-cost, thus achieving cost leadership by gaining market share, whilst maintaining profitability and pursue a differentiation-based strategy by offering unique product and services; thus offering a greater value package to customers and competitors. In addition, it is imperative to use technology, where possible, to create or enhance customer value and satisfaction. As such, Porters value chain model (Figure 3) can be generalised to the practice of radiology to identify the key value drivers to build customer satisfaction through the implementation of PACS as a new strategy. Figure 3: Porters value chain generalised to the practice of radiology (Schomer et al., 2000) The model views a series of primary and support activities that add value to the organisations products or services (Laudon Laudon, 2009). In radiology practice, these include four support activities; namely, the organisation infrastructure, human resources, technology development and procurement, which is straightforward, focusing on reducing costs in these areas for both customers and organisation. On the other hand, the five primary activities, namely, inbound logistics, operations, outbound logistics, marketing and service are quite specific and leveraging using technology, such as the PACS, can often significantly enhance each of these activities. Each activity has an associated cost and therefore the residual margin (black area in Figure 9) will be retained as the shareholder earnings (Schomer et. al., 2000). 6.0 PACS Strategic Plan Recommendation What is PACS and why choose this strategic plan in a radiology set-up? PACS include computers or networks with dedicated storage, retrieval, distribution and image management, which are stored in an independent Digital Imaging Communications in Medicine (DICOM) format (Amber Diagnostics, 2010). PACS can eliminate many of the time-consuming processes associated with film-based medicine and enable the practice of filmless medicine (Figure 4). This adds value to the radiological services, which not only provides services by generating diagnostic reports, but also expedites the timely delivery of results (Levine 2006, p. 27). PACS completely reengineers radiology practices by enabling ubiquitous availability of images to be electronically viewed virtually anywhere and simultaneously, resulting in improved clinical care and productivity throughout the healthcare enterprise. Figure 4: Film-based medicine and filmless medicine (Furukawa et al., 2004). The current set-up of the radiology department encompasses of digital multi-modalities such as, Computed Tomography (CT) Scan, Magnetic Resonance Imaging (MRI), Digital Angiography and others performing approximately 180,000 200,000 examinations per year. As part of aiming towards creating a digital environment, besides procuring these digital modalities, the department has also established connectivity to a Radiology Information System (RIS) and Hospital Information System (HIS). The HIS feeds verified patient demographics to the RIS, which in turn is responsible for scheduling orders, capturing relevant clinical information and providing a platform for radiologists to prepare examination reports. However, currently hard-copy medical images are the only image capture, display and storage medium. Besides radiology, view boxes are found in diverse locations such as wards and clinics in order to view the radiological images. There is usually only one copy of film to be displayed at any one time, thus reducing the efficiency and effectiveness of patient management. The image management in a conventional environment involves exceedingly complex, high manual and work-intensive processes involving as many as eight (8) different types of personnel performing up to ten (10) different tasks and takes about 1 to 4 hours to generate results [Figure 5(a)]. However in a fully electronic environment, this can be reduced to approximately eight (8) tasks, many accomplished by computers, allowing the number of people involved to be reduced to four (4) and results to be generated within 45 minutes to 1 hour [Figure 5(b)]. As such, the implementation of PACS will foster stronger development of consolidated delivery networks at not only the departmental level but also at the organisational level. Figure 5: Workflow process from radiological examination request to final report in a (a) conventional environment and in an electronic (b) RIS and PACS environment [distrib. = distributed, Dx = diagnosis, Phys. = Physician, Sched. = schedule] (adapted from Bryan, 2003) With the need for increased quality, clinical effectiveness and meeting the pressure of market competition in the digital world, PACS is seen as an opportunity to provide patients with clinical services that could never be provided in the analogue world. The scope and benefits of PACS reach beyond the radiology department, whereby, it also greatly expands the exposure, expense and operational impact; hence the need to be comprehensive and include all key players in the decision making process, planning and the development of new strategy is crucial (Chaney Cotter, 1998). Implementing and integrating PACS requires significant planning, workflow redesign, system configuration and training. However a common problem in implementing PACS will be recognising the mix of image generation technologies or modalities and identifying different types of interfaces (Chaney and Cotter, 1998). With regard to this, older equipment already installed in this radiology department may require specialised protocol conversion to talk to the new PACS equipment although the established communication standards can be supported by the newer equipment in the market today. As such, the PACS and modality vendor input is crucial to identify the required number of modalities to be linked and whether any licensing or implementation costs attached to each modality connection will be required. An enterprise-wide strategic planning methodology for PACS, which involves a broad cross section of the imaging and user community, proposed for this medical centre is outlined as in Figure 6. Figure 6: Development of an enterprise-wide PACS strategic plan (adapted from Chaney and Cotter, 1998) Once a structured PACS strategy planning process to establish a sound business case has been undertaken, the next step will be developing a Request For Proposal (RFP) and conducting the PACS vendor selection process. The PACS equipment needs and archive size requirements are instrumental in preparing an effective RFP. The RFP will include detailed specifications for the locations and types of required equipment and a high-level project plan in order to specify the installation accurately as shown in Figure 7. Figure 7: PACS life cycle overview (adapted from Chaney and Cotter, 1998) In addition, it is also imperative for vendors to be able to specify all devices required during the vendor quotation phase of the project. Finally, establishing connections to the already existing RIS-HIS, computed radiography, digital radiography and results reporting may consume months prior to the roll-out of the system as shown in Gantt Chart (Appendix 1). 7.0 Financial analysis The financial analysis plays an integral part of the business case development and is crucial to the assessment of the economic viability of the proposed PACS initiative. This would set the stage for the technical and performance specifications prior to the establishment of a procurement exercise. Lim (2008) stated that the budgets for PACS acquisition project are usually identified as capital budget estimate, which encompasses the probable costs to purchase and implement the technology and recurrent budget estimate that represents the projected future costs of managing and maintaining the system in a sustainable operational state. The capital and recurrent costs descriptive items are as shown in Table 5. Types of costs Descriptions of items Capital costs Capital purchase costs of PACS Installation and commissioning costs Any costs associated with imaging equipment upgrades Infrastructure costs (e.g. data centre, network, computers for image distribution) Change management Recurrent costs Staff and accommodation Consumables Ongoing training Upgrade costs Table 5: Capital and recurrent costs for PACS acquisition project (Lim, 2008) With regards to the PACS acquisition, Lim (2008) further stated that there are a few financial models to be considered when acquiring PACS, namely: The traditional purchase, where purchase is outright and owned and managed by the institution, with vendor providing technical support under a service contract agreement, which is a common method in public sector; Application Service Provider (ASP), where the facility purchases a service from the vendor with charges based on fee-per-service arrangements; Leasing models, which can have some financial incentives in private sector context. The proposed budgetary costs for PACS implementation recommended for this public sector medical centre is based on a traditional purchase acquisition model, which illustrates how a capital and recurrent budget may be established amounting to costs assumption of RM 3,487,000 presented in Appendix 1. However, calculating the purchase, upgrade and running costs is only half of the budgeting task, the other side of the equation is the cost savings, efficiencies and service improvements that this technology can bring to an imaging facility. These savings include film and stationery costs such as jackets, chemistry costs, film storage and handling including space and file room staff, processor purchase and running costs. Therefore it is important to undertake a cost-benefit analysis to see whether an individual option has financial or economic merit. A study conducted by Van Genip et al., (1994, cited in Becker and Arenson, 1994) stated that the overview of data from 15 cases collected with CAPACITY (Cost and Critical Analysis of PACS Indicating its Yield) cost-modelling software suggests that, when the cost of hardware components is allowed to drop 5% to 25% per year, some hospital-wide systems will become less expensive than film in the future with breakeven between 4-8 years, which is applicable for this scenario. As such, with the fast decreasing price of digital storage in the current market, it is deemed that PACS will provide cost and space advantage as compared to film archives. However, a downtime contingency plan, where costs for backup film printing using laser printers is also crucial to support successful implementation. Cost benefit analysis will provide useful information, but not all the answers. Therefore, one should also consider the intangible benefits such as the service efficiencies and quality improvement that PACS can generate, particularly with fast throughput of images; hence these factors should be taken as part of any economic justification. 8.0 Conclusion The informed decision to select, implement and operate PACS begins with a sound, business oriented approach and judicious planning up front in implanting PACS as a strategy. As such building a documented business case and report is the first step to establish baseline expectation for system implementation throughout the enterprise as well as providing an accountability structure and project leadership as has been presented in this report. In this age of high information density and the necessity of its efficient and rapid dissemination through the integrated delivery of networks in healthcare, enterprises should see the decision to implement PACS as a necessary step in maintaining their market position. The greater value of a secure and fast repository of images provided by PACS, will improve the detection of disease through improved patient outcomes. These factors will have a huge impact on the way medicine is practiced and the quality of care patients receive. As such it is important for the radiology department to adopt PACS considering the service efficiencies, cost savings and service quality improvements that it can generate; thus creating a competitive advantage in the business of radiology. 9.0 References AMBER DIAGNOSTICS. 2010. Radiology Management System RIS / PACS. Amber Diagnostics [WWW] http://www.amberusa.com/ris/ris-index.asp (29 October 2010). Becker, S. H. and Arenson, R. L. 1994. Costs and Benefits of Picture Archiving and Communication Systems. Journal of the American Medical Informatics Association. [Online journal]. 1(5). pp. 361-371. http://www.ncbi.nlm.nih.gov/pmc/articles/PMC116218/ (10 April 2011). Bryan, R. N. 2003. The Digital rEvolution: The Millennial Change in Medical Imaging. Radiology. [Online journal]. http://radiology.rsna.org/content/229/2/299.full. (22 March 2011). Chan, S. 2002. The Importance of Strategy for the Evolving Field of Radiology. Radiology. [Online journal]. http://radiology.rsna.org/content/224/3/639.full. (25 March 2011). Chaney, D. M. and Cotter, N. K. 1998. Comprehensive business planning for PACS. Applied Radiology. [Online journal]. 27(12). (http://www.appliedradiology.com/uploadedfiles/Issues/1998/12/Articles/v0027i12/00801387/main.pdf (25 March 2011). Furukawa, H., Endo, M. Aramaki, T., Morimoto, N., Uematsu, T., Yukizawa, S. and Yuen, S. 2004. Picture Archiving and Communication System Introduced to a New Japanese Cancer Center Hospital. Japanese Journal of Clinical Oncology. [Online journal]. 34 (7). pp. 425-428. http://jjco.oxfordjournals.org/content/34/7/425.full (20 March 2011). Frost and Sullivan. 2010. Overview of Total Southeast Asian RIS-PACS Market. [WWW] http://www.frost.com/prod/servlet/report-toc.pag?ctxixpLink=FcmCtx1searchQuery=PACSrepid=P48C-01-00-00-00bdata=aHR0cDovL3d3dy5mcm9zdC5jb20vc3JjaC9jYXRhbG9nLXNlYXJjaC5kbz9xdWVyeVRleHQ9UEFDU0B%2BQFNlYXJjaCBSZXN1bHRzQH5AMTMwMjcxMzI1NjAxNA%3D%3DctxixpLabel=FcmCtx2 (23 April 2011). Jalaludin, M. A., Abdullah, B. J. J., Sarji, S.A. and Hoong, N. K. 2005. University of Malayas Vision for Research Imaging. In: Abdullah, B. J. J., Sarji, S.A., Ranganathan, S. and Hoong, N. K. eds. A New Phase For Imaging, Kuala Lumpur: University of Malaya Press. p. 56. Laudon, K. C. and Laudon, J. P. 2009. Essentials of Management Information Systems. 8th edn. New Jersey: Pearson Education, Inc. LEVINE, A. L. (2006) PACS Strategic Plan and Needs Assessment. In: Smith, G. ed. Administrative Issues. In: Dreyer, K. J., Hirschorn, D. S., Thrall, J. H. and Mehta, A. (eds.) PACS: A Guide To The Digital Revolution. 2nd edn. United States of America: Springer Science+Business Media, Inc. MBA Knowledge Base. 2011. Porters Generic Competitive Strategies. [WWW] http://www.mbaknol.com/marketing-management/porters-generic-competitive-strategies/ (10 April 2011). MindTools. 2011. Porters Generic Strategies: Choosing your Route to Competitive Advantage. [WWW] http://mindtools.com/pages/article/newSTR_82.htm (12 April 2011). Porter, M. 2008. The Five Competitive Forces That Shape Strategy. Harvard Business Reviews. [Online journal]. http://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy/ar/1 (28 March 2011) Rostenberg, B. 2006. The Architecture of Medical Imaging: Designing Healthcare Facilities for Advanced Radiological Diagnostic and Therapeutic Techniques, United States of America: John Wiley Sons, Inc. Schomer, D. F., Schomer, B G. and Chang, P. F. 2001. 2000 Plenary Session: Friday Imaging Symposium: Value Innovation in the Radiology Practice. RadioGraphics. [Online journal]. http://radiographics.rsna.org/content/21/4/1019.full (1April 2011). Sim, L. H. 2008. Budgeting for PACS. Biomedical Imaging and Intervention Journal. [Online journal]. http://www.biij.org/2008/4/e32/e32.pdf (12 April 2011) Appendix 1 PACS Implementation Strategy Plan Gantt Chart (activities based on PACS life cycle overview presented in Figure 7) Phase Activities Month Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 1 PACS comprehensive planning (business technical, functional) 2 PACS vendor selection signing of contract 3 PACS system implementation, training testing 4 PACS implementation system support and enhancement

Marketing Plan Mkt 421 U of P

Team C Product – Safety Step University of Phoenix MKT/421 Robin Reis March 29, 2010 Organizational overview Ames is a leader in North America and is known for its quality non-powered garden and lawn products. Ames was founded in 1774 by Captain John Ames. During most of the company’s past 230 years of service the company produced only shovels and controlled 60% of the U. S. market share (n. d. ). Over the past three decades Ames has purchased several companies to widen its market share to include quality non-powered lawn and garden products. In 1991 Ames acquired the Garant Company a Canadian company and in 1997 purchased Woodings-Verona and IXL. Over the next decade the shovel giant continued to purchase various companies in the garden and lawn business. The shovel giant is again looking for ways to expand its product line; Ames will introduce a new daughter company called Safety Step. Ames is a leader in quality products and customer satisfaction, Safety Step will keep the same quality and workmanship and focus on the customer. The Mission Statement is to develop and deliver the most reliable non-powered lawn and garden products including tools and decorative accessories that provide quality to our customers, maximize sustainable profitability, and drive shareholder value. We believe that our global manufacturing strategy, based primarily upon a blend of domestic manufacturing and sourced product, makes us cost-competitive while allowing us to provide a high level of customer service (â€Å"Ames true temper,†). Safety Steps is in the heart of the snow and ice to ensure quality product development is continued. The main headquarters is in Mount Washington New Hampshire. The average snowfall in Mount Washington is 260. 6 inches (NCDC, 2010), with an annual low mean temperature of 19 degrees. Mount Washington is noted for its extreme weather conditions, one of the world's highest wind velocities (231 miles [372 kilometer] per hour) has been recorded there in 1934 (Britannica, 2010). The production plant is in Marquette, Michigan. The city has an annual snowfall of 141 inches (NCDC, 2010) and an annual mean temperature of 8. 7 (Current Results, 2010). Safety Step is introducing a heated floor mat to allow both homeowners and commercial businesses a safe, snow and ice-free walkway into and out of their homes and businesses. The mat will have multiple attachments and color options to fit the demand of the customer. New Product Description The following paragraphs below take in consideration a new product that our parent company will amplify a tangible product for a household consumer and commerc ial customer. The difference between the consumer products market and the business product market is derived demand – the demand for business products derives from the demand for final consumer products (Kerin, Berkowitz, Hartley, & Rudelius, 2006). This product provides safety steps while walking through and on increment weather, snow, ice, or wet surfaces. The technology and design of the durable nonslip diamond-top surface has ? in diameter holes for excellent drainage and safe passage as pedestrians walk on surface. A mat that covers a walkway or porch that prevents snow and ice from forming called Safety Step. The mat can be purchased in different lengths and widths and has additional attachments for steps. The mat is plugged into an outlet that keeps the snow and ice from forming on it. The mat uses low wattage technology minimizing the amount of electricity used during operation. The product contains a circuit that will turn itself off in case of any power interruption or surge. It has a non-skid, non-slip proof surface that even when wet will prevent a person from slipping on it. The mat dimensions are two feet wide by five feet long. ? SWOT Analysis The external and internal factors of a business forces their company and management to come up with solutions to potential threats. A SWOT analysis aids to guide business strategies and identifies threats and opportunities an acknowledging the external and internal factors into the business plan will allows a company to achieve goals, and keeping a vision and mission of that company from failure. SWOT Analysis StrengthsWeaknessesOpportunitiesThreats Highest quality of products Safety step can be looked upon as seasonal item Uses a new type of technologies’ Competitors can alter Safety Step Provides safety steps for pedestrians as they move on surfaceCostly to hold inventory in warehousesCustomer service personal commitmentIncreases production; therefore, increases in production causing prices to increase Versatile can be used in landscapingCan be ordered 24hours online Strengths The uniqueness in the marketplace comes from the vision, mission, and values of Ames. We are well known worldwide and earn the trust of many customers and deliver the highest quality of products and services to our customers. Pedestrians walk with confidence and safety. Unique colors and costume features attract versatility. ? Weakness The Safety Step may be looked upon as only a seasonal item. Incremental weather only; therefore, overlooking the fact that the Safety Step technology design provides efficiency, safe comfort, and in all kinds of weather. Opportunities The unique colors and custom attachments provide a wide range of surfaces uses. The technologies that Safety Steps requires extra workers; therefore, providing new jobs. Ordering on telephone has direct access to talk with customer representatives, earning and keeping the trust of personal commitment. Promotes less injuries and lost time at work, or decorative yard landscaping feature. Threats Competitors can alter the Safety Step to make something similar whereas Ames would have to do fast adjustments; therefore, causing an increases in production or cost making the Safety Step less appealing because it becomes too expensive to own. Trends Recently on the news everyone has heard about how crazy the weather has been. The State of Washington covered in snow for weeks; the state of Texas covered four days of nine and 10 inches of snow. The world’s ever-changing environment it is a perfect time to launch a great product like the Safety Step. Marketing Research Market research for the Safety Step consists of consumer analysis and industry analysis. Consumer analysis will consist of secondary data gathered from the 2000 US Census Bureau that lists the potential households in cold weather states that may purchase the Safety Step. Primary analysis will consist of surveys of shoppers at a few targeted stores in the regions in which the Safety Step is planned to be sold. Demographics Demographics for the Safety Step are areas of the United States that experience cold weather below 35 degrees F. The Safety Step can be marketed to both consumers and businesses. Consumers would purchase the Safety Step to ensure a clear snow free/ice free walkway during the wintertime. Using the US Census Bureau results from 2000 there are 31 states in which the Safety Step may be marketed. Appendix A shows the states and the total households per state. The Census results show a US market potential of 60 million households in 31 cold weather states. Psychographics The consumer psychographics are homeowners in cold climates that have walkways prone to ice buildup. Homeowners with ice buildup fear someone slipping on the ice and causing an injury. Homeowners can be liable of injuries sustained on their property because of negligence. Safety Step will prevent any ice from forming on walkways removing the fear for the homeowners. Behaviors (e. g. purchase behaviors) Safety Step will be marketed to homeowners stating the benefit that the product provides to the consumer by eliminating ice buildup. The convenience of placing Safety Step on the walkway at the beginning of cold weather and plugging it in will be communicated to the consumers to promote the product. Geographical considerations Safety Step will be marketed in the colder states because of its snow/ice melting features for the consumer market. The business market will also be targeted in the colder states. Industrial Analysis Competitor Analysis Safety Step competition for the consumer market comes in many forms. The snow shovel is one source of competition in which the homeowner believes that if they just shovel well enough there will be no need for the product. Another competitor is the chemical product that the homeowner throws on top of the ice and as the chemical starts to work the ice is melted. The shovel and chemicals both need to be used after the snow or ice has built up whereas the Safety Step prevents snow and ice from forming on the walkway eliminating the potential of someone slipping. Segmentation Market segmentation for this product is important to justify the necessary marketplace needs. This product may be useful for some clients, and yet others may not find a need. This segmentation process is important to understand the needs of the client. A client who lives in Mexico is most likely not going to need a mat that warms up. This is understandable that this is not the target demographic . Criteria The geographic segmentation involves extensive research into the needs of the clients within the different areas. Demographic segmentation is based on the age, income level, purchasing power, gender, family size, nationality, religion, education (Mathe, 2010). The demographic segmentation focuses more on the larger purchases that a family may make such as a home or vehicle. Target Markets The sale of this product is more likely to be based on geography. Certain states with different climates will be more inclined to purchase a product that they can use in the winter. The Safety Step will be marketed to the all states that have a temperature that drops below 40 degrees in a normal year. These states will be the primary sales areas, but the product will also be available through website and catalog throughout the world. This product is important for those who have had issues with bad weather and are having issues with safety outside. Differentiation and Positioning The competing consumer products are shovels and chemical products that melt snow and ice after it has formed. Safety Step will be marketed with the approach that the mat melts snow and ice before it can build up on the customer’s step. The plan is to draw attention to the fact Safety Step is a safer product because it does not allow the snow and ice to build up on the step whereas the competitor’s product does. This will give Safety Step the unique position of promoting the product as safer than the competitor’s promotes. Another marketing strategy that will be used is the Safety Step’s ease of use. The plan is to market Safety Step to the consumers with the information that the all the consumer needs to do is lay the mat down on the step and plug it in before the weather turns cold. The approximate cost to operate is $0. 02 per hour. This is an estimate based on the cost per kilowatt-hour is $0. 15. Cost per kilowatt-hour may vary by state or region. The marketing approach will continue by stating Safety Step will provide a snow/ice from form on the walkway even during a heavy snowstorm unlike shovels or chemical products that require the consumer to go outside and shovel or apply the chemical to the step. The position defined with ease of use approach will be put the Safety Step on the consumer’s steps at the beginning of the cold weather plug it in and the consumer does not need to bother with the product until spring comes. This will differentiate the product from shovels and chemicals that have to be used frequently during winter months. Product Life Cycle Product life cycle needs to be understood and managed for a product to be successful. The market introduction phase for Safety Step may be a longer process than other products handled by Ames Company because there is no other product currently on the market similar to the Safety Step. The marketing approach during the introduction phase will be to demonstrate the product at local Home and Garden shows held in major cold weather cities throughout the United States. Additionally, direct mailings will be sent to households in major cold weather cities informing the consumer of the product. These approaches should provide the interest needed for the product to move into the market growth phase of the product life cycle. The market growth phase of Safety Step should last one winter season and possibly even two winter seasons before competitors develop a similar product. During the market growth phase advertising will continue with the direct personal approach for sales. The plan is to have one-on-one meetings and demonstrations of the product in the customer’s home. It is expected that the demonstrations will increase word of mouth publicity that will increase sales. Once the consumer interest has been established and the competition has similar products Safety Step will enter the market maturity phase of the life cycle. During this phase the marketing approach will be to offer discounts for consumers who buy more than one Safety Step. The advertising for Safety Step during the maturity phase will point out Safety Step’s durability and quality attributes as well as pointing out any other attribute that Safety Step has that the competition does not. The maturity phase of the life cycle should last a minimum of two to three years before another better product is introduced and sales start to decline. The sales decline life cycle may be short in duration as the new products take sales away from Safety Step. The approach during the sales decline phase will be to advertise the Ames company brand along with the products quality and durability features. The product price may also have to be reduced to keep consumers interest. The price will only be lowered to such that the company is still making a small profit but not much. The production of Safety Step will be stopped once the competition has driven the price below the cost to produce the product. Planning a marketing strategy for all four phases of the product life cycle will help to make Safety Step a successful product. Marketing mix In order for an organization to be successful, balance marketing fosters the termination of a new product or service. When examining the marketing mix for a product launch or new service eliminating the threat factor can happen if managed correctly. Understanding the tools are necessary, as marketers call the four Ps, will put the right product or the right type of service at the right point of sale price. Product and Service A new product or service first step is to consider where to begin, create and develop the process launch unto the public. An organization considers itself first when asking does it meet the needs in the perspective for the customer, how assessable can the organization provide and distribute its product or service; moreover, will the customer consider that the new product is a fair price and easy to remember the brand because the marketing communications developed. Type of Product Introducing Safety Step when weather grows tough and budgets are tighter, customers can rely on Ames to offer a quality new product at an extraordinary price. Safety Step is a heated floor mat offered to both homeowners and commercial businesses. This product provides safety steps while walking through and on incremental weather, snow, ice, or wet surfaces. The heated mat electrical waves built within provide enough heat to penetrate through snow and ice. The melted and wet surface drains from the sides of covered area. The technology and design of the durable nonslip diamond-top surface has ? in diameter holes for excellent drainage and traction. Features †¢Vinyl top is tough enough to take abuse from works shoes and wheelchairs. †¢Safe comfort provides workers with a cushioned area to stand or work that decreases strain on feet and legs. †¢Resist oil, greases, and liquid †¢ Runners (sides of the mat) are beveled around the entire mat to prevent tripping hazards †¢Snow /ice melting features for consumers/ business markets †¢Versatile can also be unitizes landscaping Identification/ Brand Ames Corporation is a quality merchandiser that customers can trust with reliable service. Ames distinguishes products from the competition with unique colors, and custom features that extends mats through easy attachments. Production and Delivery Service Products can be ordered online through secure shopping 24 hours a day. If a customer is registered through Ames website, Ames will offer discounts of 10%. Orders on a telephone have direct access to talk with a customer service representative. Orders in and service by mail fax, online or phone features to keep any customer happy. Ames has several large warehouses with large stock quantities. Shipping in some cases will be free, and for large orders because of super size surfaces coverage, Ames provides installing services as customer courtesy. Pricing The Safety Step mat has little to no competition in the market in comparison to other products as potato chips. The research has shown that less than 10 competitor mats are available for purchase now. The competitor’s mats range from $99. 95 to $127. 98. These mats are primarily online with little to no advertisement. The Safety Step will be priced accordingly to ensure sales are possible for the company and the employees. Although there is not a single way to price a product there are many ways to test the market and find an appropriate price for an item. The pricing strategy for this product begins with performing a market analysis, segmentation, targeting, and positioning. Understanding that this mat is most useful in an environment that is more likely to have ice or snow is necessary when analyzing the market. The product sales will need to be focused on the beginning of the winter season. The spring and summer months are less likely to have a large amount of sales. The demand will increase in the beginning of the winter cycle; the price of the item should coincide to help sell the item. The cost of production will also have an effect on the product. The company will attempt to maximize the current profit, while taking into account revenue and costs. Maximizing the quantity of product is justified to have preparation of customers. The status quo is keeping the product stable avoiding price wars among other companies. The company will choose to focus on a cost plus pricing method to achieve the production costs as well as a small profit to achieve a toehold in the market. Once the product has been placed for sale the market will show the company what if any reduction of price should take place. If the product sells quickly than the company may need to reevaluate their pricing strategy for the future. Safety Step will be price competitively at $99. 00. Production costs for each mat is roughly $38 dollars, distribution costs is a percentage of each sale and base pay for the sales team. This comes to about $15 dollars per mat sold. If the staff sells 100 mats to a retailer, they will net $1500 dollars. Marketing of the product is $3 dollars per mat. The retail price of the mat should be $99 dollars; this price is based on the $56 dollars in costs and overhead with $10 dollars going to the retail establishment for sales. This leaves a profit of $33 dollars per mat. This profit will go toward revelation of the product and the continued manufacturing of the product. Based on 100 mat sales the company would make $3300 dollars in profit. This mat must have 1000 sales in order for the company to have a good profit base. Once the market has been tested with this price the sales will show if the product price is too high or too low. Placement The company will have Safety Step manufactured at the existing facility in Camp Hill Virginia. This manufacturer will complete an established amount of mats within the necessary time frame. Production costs are based on the different sizes, and components of the mats. The company may decide to focus on three sizes than they must have three separate prices and production costs for the mats. The company will focus on one mat that is 24 x 5; this particular mat has 120 volts and 263 watts. This mat is one color and one size to make the production costs less than they would be in the future. Promotion Promoting a product is not only about developing the correct product at the correct time, but also the communication involved with all parties. A company would not want to promote a product that was used for ice and snow in a climate that never receives snow or ice; the likely hood of the product selling is not very high. Promotion is the fourth â€Å"P† in the marketing mix designed to teach the end consumer about the product, what the product does and how the product can help the user. What benefits the consumer will receive from the product and will the price of the product fit into the budget. Promotion is also used to persuade a customer that the product is the correct one for him or her. The promotional mix is a combination of personal selling, advertising, sales promotion, public relations, and websites. The first thing a company needs to ask its self is what strategy they believe will work best for the company, will they use the â€Å"PUSH† or the â€Å"PULL† method. Safety Step believes the â€Å"PULL† method would work best for the new heated mat. The PULL STRATEGY requires direct interface with the end user of the offering. Use of channels of distribution is minimized during the first stages of promotion and a major commitment to advertising is required. The objective is to â€Å"pull† the prospects into the various channel outlets creating a demand the channels cannot ignore (Center for Business Planning, 2010, para 12). The product cannot be promoted effectively in warmer areas causing the company to work with specific areas and to build a strong bond with customers to help ensure safety. Safety Step will focus on the benefits of product advertising. This is especially beneficial when you have introduced a new approach to solving a user need and comparison to the old approaches is inappropriate (Center for Business Planning, 2010). † Initial Sales Promotion Safety Step will focus sales of the heated floor mat through the company website www. safetysteps. com. Sales from the website are virtually free of charge to the company with only a small set up fee and the process of fulfilling the orders. Personal selling to households and businesses in major cold weather cities will be the main focus in the initial selling process. Safety Step wants to have a personal relationship with its customers; with one-on-one meetings and demonstrating the product in a home or business setting to allow the customer to feel comfortable to ask questions and see the product in person with no pressure. Safety Step believes that with this approach the product can sell its self and the customer will learn Safety Step is about not only safety but also the customer. Safety Step will advertise through direct mail via an 8 ? x 11 glossy sheet showing areas used without a mat and also used with a mat. Ames the parent company has a large database of addresses, phone numbers and e-mail address for both businesses and homeowners available to Safety Step. The flyer will also picture other options currently available for snow and ice removal including salt pellets, sand and rocks, Sodium chloride (NaCL), which may contain cyanide. Calcium chloride (CaCl) is slightly better because less goes farther, but it is still not ideal, considering its run-off still increases algae growth, which clogs waterways. Potassium chloride is another salt to avoid. Customers will learn the advantages of Safety Step and how it will not only help the customer but also landscape plants, especially those particularly salt-sensitive, like tulip poplars, maples, balsam firs, white pines, hemlock, Norway spruce, dogwood, redbud, rose bushes, and spirea bushes (The Daily Green, 2010). Landscaping can be an expensive cost to customers and the Safety Step can eliminate the need for chemicals that can cause damage and even death to landscape plants. Safety Step will have promotions for customers who wish to purchase more than one mat and with the purchase of the accessory all in one transaction. Contests also can be used to find the most creative ways a mat has been applied around a business or home. This will not only benefit the customer but also the business with a flow of new ideas and ways to better help the end user. Budget Safety Step has allotted a budget of 11. 7 million dollars for the first year of operations. Areas covered include personnel, marketing research, marketing communication, channels, customer acquisition, retention, and other. Safety Step has looked at each area and broken each section into sub-sections see appendix B attached. Safety Steps has allotted the largest portion to the personnel section. The personnel section has sub-sections of salaries/wages, benefits, payroll taxes, commissions, and bonuses. Salaries and wages tops out the chart at 7. 2 million in burden with taxes coming in second at two million. Safety Step believes the allotted amounts should cover the personnel section with a contingency included. Marketing and Research have a budget of 260 thousand dollars. This amount covers both the primary and secondary research for the Safety Step mat. Secondary research has been allotted approximately five thousand per month to cover quality problems should they exist. Safety Step and the Ames Company are known for their quality products and service and keeping a fund for problems is essential. Marketing Communications falls second in regard to cost of budget. A budget of 1. 1 million has been set. The areas with the larger amounts being spent are branding at 240 thousand, advertising at 435 thousand, and public relations at 140 thousand. Advertising the Safety Step in a positive and customer-focused atmosphere is critical for the continuance of the product. Channels have a budget of 96 thousand. Channels include communications and training, promotions and incentives, and commissions/bonuses. Commissions and bonuses are awarded in December of each year allowing a budget only in December. Training and communication is included to ensure the quality of the sales team at Safety Step. Incentives are also included each month to promote the sales team. The sales team, production, and office staff will need focus and drive and offering incentives will help with morale and positive workflow. Safety Step has a section for other to include postage, attorney fees, telephone, travel, computers, and office equipment. Postage will be a large expenditure with mass mailings to costumers to educate them in Safety Step. Travel is the largest expenditure in the other sections; because of the need for salespeople in strategic areas (cold weather cities) to promote Safety Step. Computers and equipment is the second largest expenditure for the other section, Safety step believes in year two this amount should drop dramatically. Computers and office equipment are needed to offer both the customer and employees piece of mind. The computers can offer piece of mind by fast reliable service for ordering, processing claims, and tracking inventory. Attorney fees are in the section to have an on hand attorney office for any needs that may arise. Monitoring and Evaluating Effectiveness A successful development process for Safety Step starts with Ames 5D Principles; in addition, will apply a perceptual map for identify opportunities by highlighting unsatisfied needs of the customer to gain an edge because Safety Step goal must differentiate. DISCOVERDEVISEDESIGNDEVELOPDEPLOY Good Data Organizations values and Philosophy Perceptual Map SWOT Analysis Message Strategy Brand name, label, and packaging Production staff functionality controls changes and defects Execute with confidence Production method and delivery of service Target Customers and customers feedback Measurable Data Developed copy writer and creative art ads Testing phase implementing mat to diverse weather conditionsPlan activities around promotions Purchase Behavior Marketing Strategies Competitor AnalysisPromote safety step phrase in visual and verbal expressionsResearch and testing staying ahead of the competition Evaluate preparations for the next four years plan Review and research Geographical ConsiderationsPlanning process through project managers Challenging target market , but avoiding costly errorsTracking movement of sales and awareness of recommendations Perceptual map gives a visual representation to the marketing team of customers’ perception of Safety Step aids in the positioning strategy. The insight gained from the perceptual map can be formulated through the four parameters’; therefore, implementing a guide of a before and after execution. Ames understands that increase of profit and sales drives the success in marketing execution, but a good marketing team also understands it is not the best indicators. During the course of an execute launch of a new product sales sometimes remain flat. Ames will identify all performance indictors with comprehensive reports so that through execution of the 5Ds principles, perceptual map, and knowing the parameters for development will be modified the next four years. The success of Safety Step growth stage in an oligopoly market can keep the competitions in uncertainly. Ethics and Social Responsibility The marketing efforts will be monitored to ensure that Safety Step will be promoted accurately to the consumer. The advertisement for Safety Step will only contain information that is true and accurate for the product. Packaging of the product will not have any misleading claims but rather describe the product accurately. Salespeople will also receive training to communicate accurately the product without pressuring customers while they are demonstrating the product during the door to door campaign. The company’s goal is to promote the product accurately by having knowledgeable salespeople that provides product information not pressure. Conclusion Developing a marketing plan with Perceptual Maps, SWOTT analysis, identifying environmental factors affect marking decisions. These business decisions move the product life cycle and identifies the appropriate price strategy along with public relations opportunities for Safety Step. Therefore, allowing Team C to answer all questions, without this structure information could not be obtained in an orderly prompt manner. ? References: (n. d. ). Ames true temper: past present and future. Retrieved from http://www. ames. com/aboutus. html (n. d. ). Ames Shovel Works. Retrieved March 14, 2010, from http://www. responsiblegrowthforeaston. com/shovel_shop/ShovelWorksHistory. pdf Center for Business Planning (2010). Marketing Plan. Retrieved March 21, 2010, from http://www. businessplans. org/Market. html Current Results (2010). Coldest Places in United States. Retrieved March 15, 2010, from http://www. currentresults. com/Weather-Extremes/US/coldest. php Kerin, Berkowitz, Hartley, and Rudelius Chapter 9, McGraw-Hill/Irwin, 2004 New York, NY Mathe, AR (2010). Market Segmentation Targeting Positioning. Retrieved March 15, 2010 from website http://www. scribd. com/doc/24765486/Market-Segmentation-Targeting-Positioning-by-amarnath. NCDC (2010). Snowfall – Average Total In Inches. Retrieved March 15, 2010, from Pearce, Jack and Richard Robin, ( 2004). Chapter 1, Overview of Strategic Management. Retrieved March 5, 2010 from University of Phoenix, rEsource, Bus475 course Website. The Daily Green (2010). 9 Eco-friendly Ways to De-Ice Your Driveway. Retrieved March 21,2010, from http://www. thedailygreen. com/living-green/blogs/green-products-services/driveway-ice-environment-55013001 U. S. Census Bureau, (2000). United states — states; and puerto rico . Retrieved from http://factfinder. census. gov/servlet/GCTTable? _bm=y&-geo_id=01000US&-ds_name=DEC_2000_SF1_U&-_lang=en&-redoLog=false&-format=US-9|US-9S&-mt_name=DEC_2000_SF1_U_GCTH5_US9&-CONTEXT=gct (n. d). Washington, Mount. Retrieved from Britannica Online database. ? Appendix A: 2000 US Census Bureau Total Housing Units Geographic areaTotal housing units United States115,904,641 Alaska260,978 Colorado1,808,037 Connecticut1,385,975 Delaware343,072 District of Columbia274,845 Idaho527,824 Illinois4,885,615 Indiana2,532,319 Iowa1,232,511 Maine651,901 Maryland2,145,283 Massachusetts2,621,989 Michigan4,234,279 Minnesota2,065,946 Montana412,633 Nebraska722,668 New Hampshire547,024 New Jersey3,310,275 New York7,679,307 North Carolina3,523,944 North Dakota289,677 Ohio4,783,051 Oregon1,452,709 Pennsylvania5,249,750 Rhode Island439,837 South Dakota323,208 Utah768,594 Vermont294,382 Washington2,451,075 Wisconsin2,321,144 Wyoming223,854 Total59,763,706 (U. S. Census Bureau, 2000) ? Appendix B: Budget (amounts in thousands) Marketing Budget Plan Safety Step JanFebMarAprMayJunJulAugSepOctNovDecTotal Personnel Salaries, wages800 400 400 400 800 800 800 400 800 800 800 $ 7,200 Benefits 100 100 100 100 100 $ 500 Payroll taxes 500 350 400 150 200 200 200 $ 2,000 Commissions and bonuses 100 $ 100 Total$800$400$1,000$400$1,250$800$1,300$0$550$1,100$1,000$1,200 $ 9,800 Market Research Primary research 100 100 $ 200 Secondary research10 10 10 10 10 10 $ 60 Library management $ – Total$10$0$10$100$10$0$10$0$10$0$110$0 $ 260 Marketing Communications Branding60 60 60 60 $ 240 Advertising50 100 50 25 100 100 10 $ 435 Web sites2 2 2 2 2 10 10 10 2 10 10 10 $ 72 Direct marketing20 10 10 10 10 10 10 $ 80 Internet marketing10 10 10 10 10 10 10 10 $ 80 Collateral $ – Press relations5 5 5 5 5 5 5 $ 35 Public relations20 20 20 20 20 20 20 $ 140 Analyst relations $ – Events5 5 5 5 5 5 5 $ 35 Total$172$2$12$2$62$160$110$85$62$160$160$130 $ 1,117 Channels Channel communications and training10 10 10 10 10 10 $ 60 Channel promotions and incentives2 2 2 2 2 2 2 2 $ 16 Channel commissions/bonuses 20 $ 20 Total$12$12$12$10$10$12$2$2$0$0$2$22 $ 96 Customer Acquisition & Retention (CAR) Lead generation 10 10 10 10 10 $ 50 Customer loyalty2 5 5 2 5 4 3 $ 26 Total$2$0$0$10$10$5$5$12$0$15$4$13 $ 76 Other Postage8 10 10 10 10 $ 48 Attorney fees5 5 5 5 5 5 5 5 5 5 5 5 $ 60 Telephone2 2 2 2 2 2 2 2 2 2 2 2 $ 24 Travel12 8 8 8 8 12 12 12 8 18 18 18 $ 142 Computers and office equipment10 5 5 5 10 10 10 10 5 10 10 10 $ 100 Total$37$20$20$20$25$39$39$29$20$45$45$35 $ 374 Total Marketing Budget$1,033$434$1,054$542$1,367$1,016$1,466$128$642$1,320$1,321$1,400 $ 11,723

Comparison of Pride and Prejudice with Sense and Sensibility

The poem â€Å"Pied Beauty† was written by Hopkins in 1877 and the â€Å"Ode to Autumn† was penned down by Keats in 1820. These poems appreciate all the aspects and diversity of Nature positively leading to the praise of God. In Pied Beauty, this praise of the Creator is vivid and apparent as the poet magnanimously asserts: â€Å"He fathers-forth whose beauty is past change: Praise him.† However, in Ode to Autumn the praise is subtly highlighted through the description of exuberant bounties of Autumn. The overarching theme of â€Å"beauty beyond appearance† is witnessed in both the poetic works mentioned above. In â€Å"Pied Beauty† this theme encapsulates the idea that perfection of things lies behind their appearance. The poet accentuates the fact that the spirit and energy beyond the appearance is to be appreciated. Thereby, a metaphysical streak echoes throughout, emphasizing the true essence of the word, â€Å"beauty†. Similarly, this theme is observed in â€Å"Ode to Autumn† connoting that the season Autumn has its own beauty like other seasons. Generally, Autumn is associated with old age or the end of life but Keats has creatively portrayed it as a season of â€Å"mellow fruitfulness†, thus, denoting the beauty of Autumn afar from its appearance. He has artistically projected an implied meaning to the poem by illustrating that autumn is the time of life where everything eventually leads to its completion or to have acquired the ultimate m otive of life. The crux of Ode to Autumn is to symbolize the uncertainties of life the Universe is so prone. However, in Pied Beauty, a synonymous thought is presented in the subtle descriptions of Nature that juxtapose the opposites to underline the notion that life is unpredictable , non-static and full of ambiguities. Hopkins asserts: â€Å"And all the trades,their gear &tackle &trim. Whatever is ficke, freckled,(who knows how?) With swift, slow; sweet, sour;adazzle,dim; He fathers-forth whose beauty is past change† Here, the poet stresses on the diverse nature of the life on Universe that everything is in a flux. The only thing constant is change and therefore, in Ode to Autumn we notice that autumn has arrived and we should appreciate the various shades of Nature it offers because they are momentary. Consequently, the beauty and speciality of everything present should be appreciated. It is because every atom and molecule on earth gifts us with some meaning and purpose in life. Another eminent theme is of â€Å"Nature†. In â€Å"Pied Beauty† numerous aspects of Nature are delineated using compound words. Hopkins appreciates that â€Å"Glory be to God for dappled things†, â€Å"skies of couple-colours† the â€Å"rose-moles† on the trout, the â€Å"Fresh-firecoal chestnut-falls; finches' wings† and also the â€Å"Landscape plotted and pieced -fold,fallow &plough†. The poet is praisng God for everything that he has created and also for the sublime energies that Nature encapsulates beyond its physical appearance. Furthermore, this theme of Nature is also evident in â€Å"Ode to Autumn†. This ode is pregnant with admiration for different activities that take place in autumn. Keats enumerates that it is a â€Å"season of mists and mellow fruitfulness†, â€Å"load and bless with fruits the vines that round the thatch-eves run†, â€Å"fill all fruits with ripeness to the core†, â€Å"swel l the gourd and plump the hazel shells with sweet kernel†,†barred clouds bloom the soft-dying day†, â€Å"lambs loud bleat from hilly bourn† and the â€Å"Hedge-cricket sing†. All these descriptions stimulate our senses and lend a beautiful cinematographic element to the poem. Analogous to Hopkins, Keats also implies the stylistic device of compound words. However, the contrast lies in the fact that Keats uses compound words to make his poetry sensual whereas, Hopkins employs compound words to give different things a set shape and pattern. This is called instress and inscape technique that Hopkins uses. For example, he says â€Å"For skies of couple-colour as a brinded cow†. Here he is characterizing the sky's colour and accentuating the inter relation and harmony of Nature. Like the brinded cow the sky is also spotted and patchy as the blue sky and white clouds are â€Å"coupled† together. The creative amalgamation of sky with creations on earth reflects the poet's love of nature to a commendable degree. On the contrary, Keats utilizes compound words to give a corporeal effect. For instance, he calls autum the â€Å"bosom-friend of the maturing Sun† and also he asserts â€Å"half-reap'd furrow†, â€Å"bloom the soft-dying dayà ¢â‚¬  and â€Å"full-grown lambs†. All these examples stir the senses. Animal and bird imagery have also been incorporated in these poems. Hopkins uses the image of the â€Å"brinded cow† to make the colour and pattern of the sky tangible, and also uses the image of a trout with rose-moles and the finches' wings to signify the variety and diversity of Nature. Nonetheless, Keats uses the images of the â€Å"swallow† singing, â€Å"lambs† bleating , â€Å"hedge-cricket† singing and the red-breast,†garden-crofet† whistling to indicate that autumn has a life and activity of its own which must be appreciated instead waiting for other seasons to come. Alliteration in the â€Å"Pied Beauty† is used to heighten the auditory effect of the poem. It is said about Hopkins that â€Å"his poetry should not be read with eyes but ears† (Bridges). The alliteartion used in the compound word â€Å"couple-clouds† empahsizes on making the sky tangible whereas â€Å"Fresh-firecoal† denotes a paradox to enhance the colour of the chestnut that is falling off the tree and â€Å"fold, fallow† these descriptions of the landscape suggest the multiplicity of lands created by God. On the other hand, in â€Å"Ode to Autumn† the alliterations â€Å"winnowing wind†, â€Å"dying day† and â€Å"lambs loud† all of these are stressing upon the activities that take place in autumn. Thus, signifying that autumn is also lively and is not about the end of life rather it announces a new happy beginning that follows. Nonetheless, apart from a few stylistic contrasts, both poets share a common natural ground of ideas, that is , the love and intense adulation of nature. The imagery that these poets employ is far-fetched and typical of the Romantic school of thought.

For Cause and Comrades an Analysis - 1538 Words

For Cause and Comrades: An Analysis As long as man has had the ability to think for himself, there has been conflict and war. Wars are waged by the rich and powerful, but fought by the poor masses who march, inexorably into the meat grinder. The question of â€Å"why do soldiers fight?† arises when looking at the study of warfare. What compelled the hoplite from Sparta, the foot soldier in Napoleon’s Grand Army, the American Infantryman on Omaha Beach, or the Army Ranger in Baghdad to willingly enlist and fight for their cause? The most devastating war in American history was by far the Civil War, claiming more American lives in four years than all other American wars (except World War I and II) combined. What is it that made these†¦show more content†¦The fires of â€Å"combat frenzy† were quickly doused, however, as the war extended long past expectations and more and more men realized the horrors of combat during that time. Many letters used by McPherson, express soldier’s absolute terror after their first engagement. After â€Å"seeing the elephant† for the first time, few men had any desire to see it ever again. However, even with the sentiments of fear of combat, many soldiers stood strong, ready to continue the fight on to victory. Some wavered, but more replaced them as the war prolonged into 1863 and 1864. Religion also played a major role in soldier’s motivation to enlist, and their conduct on the battlefield. Being surrounded by death and suffering drove many soldiers to turn to religion for help and the hope that they would not be either killed or wounded. The knowledge of salvation and God’s divine power comforted many soldiers in their times of trial by fire, and willed them on into the battles that lay ahead. The effect of religion over soldier’s thoughts was very similar among all Christian soldiers, regardless of whether they were Northern or Southern. 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They are expecting the order, they watch the long grass being swirled by the may breeze, mu rmourous withRead Moresigns that have changed over time1183 Words   |  5 Pagesunderstood by a small fraction of people Standard English is formal and is understood by most English speaking people. Question 02 Analysis of the poem â€Å"They† The poem â€Å"They† by Siegfried Sassoon is an anti-war poem. It is a simple and direct poem about sending men to war, where they will die for what is an apparently â€Å"noble cause† The title of the poem â€Å"They† shows that the bishop excludes himself from the soldiers as they is a pronoun which shows us that he will not be joiningRead MoreKilling Is Justified For Murder1125 Words   |  5 Pagesthis case, the barber will be viewed as a hero for killing Captain Torres because of three undeniable reasons. The barber will be portrayed as a hero because he will be killing a murderer who murders brutally. The barber will be defending the rebels cause by killing their common enemy. And the barber will be sacrificing his career and personal life for the good of his people. To begin with, the barber will avenge the rebels by slaying their murderer. In the story, the barber remembered an eventRead MoreThe Civil War Volunteer Regiments Essay1907 Words   |  8 Pagesmotivated through training, leadership, and discipline. The Civil War volunteer regiments were lacking initially in all three areas. The volunteers did not see themselves as professional soldiers, but as citizens only temporarily in uniform answering the cause and hoping to do the job as quickly as possible and to return home. The tactics were still similar to that of the Revolution and the officers struggled to master both drill and tactics to train their men. Soldiers complained that they were treated