Self Forgiveness Essay Example for Free

Self Forgiveness Essay Research on Self- Forgiveness is a topic that does not have much information, but the research known on this topic makes a distinction of the theoretical analysis of self-forgiveness is offer. In the recent years more questions has surface about interpersonal forgiveness, however intrapersonal and self-forgiveness has received little attention. Self forgiveness, interpersonal forgiveness, and pseudo forgiveness is a theoretical model that is use to explain the difference amongst the three forgiveness. Self-forgiveness can be found in social science literature. In this philosophy it explain how it necessary to have good-will toward self during the process of one self- forgiveness A person has who has offend must be able to accentuate self-love and respect in the face of one’s own wrong doing to be able to truly forgive someone and refrain from hurting someone else. The offender must recognize severe things and be willing to go through all the stages no matter how painful it is to assure true forgiveness, which should restore his self respect. In self-forgiveness restoration must be part of the process. There are three stages: Holmgren (1998); first, self-forgiveness, requires an objective fault or wrongdoing; second, negative feelings triggered by this offense must overcome; and third, an internal acceptance of oneself must be achieved. The psychology literature stated that self-forgiveness is when a person is willing to accept what he or she has done wrong to others, while still showing love and compassion to one self. Self-forgiveness can use a model called the uncovering phase where the individual goes through different cycles, which involves (denial, guilt, shame), decision phases is when a person has a change of heart. Work phase is self awareness comparison and the finally outcome for the offender which is to find a meaning or purpose to life. Self-forgiveness 3 Self-forgiveness has a set of motivation for the offender which helps them with the process of being able to avoid stimuli with the offense this process of self-forgiveness has begun. As for forgiveness avoidance is direct toward the victim’s thoughts, feeling and situation associated with moving to the next step with forgiveness avoidance. When this is achieved the person becomes at peace with his or her behavior and its consequences. When using the self-forgiveness and interpersonal forgiveness model it help the offender with retaliation and benevolence issue to be able to reconcile with oneself. Interpersonal forgiveness focuses upon the harm of the victims. An offender may try to avoid the negativity thoughts, feeling and behavior that can happen without forgiveness to the victim. If the offender does not accomplish this task when dealing with the transgressor this type of behavior may surface. This may also result in a self- estrangement or self destruction. Self-forgiveness 4 Forgiveness is one of the subjects that come up at my job and everyday conversation all the time for either the offender or the victims. This article concentrates on forgiveness and suggests that there are several ways that the process must be done to be successful for client. I do believe that it takes a lot of effort and hard work to truly forgive oneself for harming another human being. I believe that you must forgive yourself before you can forgive the transgressor. I agree you must be able to show love and respect in the face of one’s own wrongdoing, but if you can’t accept this or you don’t care I guess this would make forgiveness not an option. Holmgren suggests the elements of forgiveness is necessary for restoring self-forgiveness, which I think could be possible hold some type of connection. In psychology literature Enright stated one must be willing to abandon self-resentment in the face of one’s own acknowledged objective, wrong while fostering compassion, generosity, and love toward oneself. I agree that because if you have not let go of the past or forgiving yourself, then how is it possible to forgive someone else. If you hold on the hurtful memory from the past then you will not be able to forgive yourself or anyone else we must realize that we are merely human. Most of the time we do have set back for whatever reason I do believe have to continue to work at forgiving yourself if not it possible to become self-destructive, which could overpower the self-constructive motivation. Interpersonal forgiveness deals with does not imply reconciliation with the offender whereas reconciliation is necessary in self- forgiveness. Intrapersonal is not about condoning heinous behavior, glossing over the hurt or ignoring deep feeling you have inside. It’s about making yourself aware of how you feel about what you did to the victims. Forgiveness is a process of acknowledge and working through your feeling. Try to gain perspective on situation and letting go of being the victims and painful memories and emotions that exist. Forgiveness 5 When counseling a client who is having problems with forgiving himself for his actions. I would recommend that my client seek therapy for this type of behavior. I would use the model that includes mindfulness, self-awareness, self-knowledge ,experience, focus, and balance,because this seem to be a a good method for a client I like the step in this program. Grieco, (2009) she defines forgiveness as functionally rather that sematically. She believes that healing in a process that begins with eight steps. To forgive is to release all angry and hurt within, so you can release all negative energy. With her eight step she suggest: You must be willing to make change in attitude, express your emotions about what happen, don’t make expectation (s) ask for what you want with word or mouth and inner feelings. Open up and be honest to everyone what you need, make limitations and and take responsibility for their action and yours, visualize your personal space sphere a light around you FINISH THIS. Always use unconditionally love to person, see good in them and see good.

Removal of TBP From Aqueous Phase

Removal of TBP From Aqueous Phase ABSTRACT PUREX process involves the use of 30% TBP in Dodecane to extract the fissile materials. However, due to mutual solubility some amount of TBP gets transferred into the aqueous phase. This transferred TBP leads to many environmental problems. Removal of this TBP from aqueous phase is of prime concern which can be done by contacting it with an organic diluent. UNIFAC and Uniquac methods have been used to describe Liquid Liquid equilibrium (LLE) in TBP-Diluent-HNO3 system. Uniquac and UNIFAC Group interaction parameters have been founded to fit the experimental data. Various metal nitrates are also present in the organic phase. These metal nitrates affect the solubility of TBP in aqueous phase. Metal nitrates like Sodium and Calcium nitrate have also been incorporated in model to find out interaction parameters in the presence of metal nitrates like Sodium and Calcium. The obtained parameters will be useful in predicting LLE for the above system and will aid in safe disposal of nuclear w aste. INTRODUCTION Reprocessing of the used nuclear fuel has always been carried out to reduce the volume of high level radioactive waste and also for their safe disposal. The plutonium uranium extraction (PUREX) process is widely used for reprocessing. This process uses 30% Tri-n-butyl phosphate (TBP) in an inert paraffinic diluent for the separation of uranium and plutonium from the aqueous phase containing nitric acid. Mutual solubility of aqueous and the organic phase leads to the transfer of certain finite amount of TBP in aqueous phase. This transferred TBP decomposes very slowly in the presence of water and nitric acid by hydrolysis to lower organo-phosphate acids at normal operating temperatures leading to many environmental problems. Removal of such dissolved TBP is of direct interest in reprocessing processes as this would enable manifold evaporation of aqueous stream without harming the environment. Various metal elements are also present in the highly radioactive liquid waste solution in ni trate form. The salting out of TBP takes place in the presence of these inorganic nitrates in the aqueous phase. Studies in the presence of various metal nitrates will aid in efficient removal of TBP from aqueous phase. In order to predict the extent to which TBP could be removed from aqueous phase, a model must be developed to predict the phase behaviour. Such models can be used for designing remediation projects. Estimation of activity coefficients of the mixtures is important for predicting the phase behaviour In order to predict the extent of mass transfer, chemical compositions of the two-phase system at equilibrium needs be predicted first. Investigators have used various models to predict the LLE. Cheng et al. have calculated the thermodynamic equilibrium constant for the system HNO3-TBP-n-C7H16.The activity coefficient of nitric acid was calculated using Pitzer’s equation and those of the components in organic phase was derived from experimental data. Ding et al. have calculated the activity coefficient for 20 binary and 7 ternary systems composed of nC6H14, nC7H16, nC8H18, C6H6, cy-C6H6, CCl4, CHCl3, (C4H9)3PO4 and UO2(NO3)2.2((C4H9)3PO4) using head-space gas chromatography. The results are compared with Scatchard-Hilderbald, NRTL and UNIQUAC models. Li et al. has calculated the Vapor-Liquid and Vapor-Liquid-Liquid equilibria of 19 tributyl phosphate systems. Aqueous phase activity coefficients are calculated using Pitzer’s equation. UNIFAC method is used for correlating and predicting the data in organic phase. All the above authors have done work on the systems in the absence of metal nitrates. Intera ction parameters for systems in the presence of metal nitrates have not been reported yet. The objective of the present work to find the UNIFAC and Uniquac group interaction parameters regressed for the experimental data for three systems. These systems comprise of TBP-diluent-HNO3, TBP-diluent-HNO3-NaNO3, TBP-diluent-HNO3-Ca(NO3)2. These parameters will aid in predicting the equilibrium and calculating the number of stages for designing the equipment to remove dissolved TBP. LIQUID LIQUID EXTRACTION EQUILIBRIA The organic phase consists of (1) diluent (NPH), (2) TBP, (3) TBP.HNO3 The dissolution of TBP in NPH and HNO3 can be represented by eq 1and eq 2. xTBPorg (TBP)x org(1) TBPorg + H+aq + NO3-aq HNO3.TBPorg (2) where the subscripts aq and org denote the species in the aqueous and organic phase. The thermodynamic equilibrium constant for reaction (2) can be calculated as a HNO3.TBP(org) a 3 (3) K == a H+(aq) a NO3-(aq) a TBP(org)a2 ±HNO3 a 2 x3 ÃŽ ³3 K = (4) m ±2 ÃŽ ³Ã‚ ±2 x2 ÃŽ ³2 where a is the thermodynamic activity, x is the mole fraction of the component in the organic phase and ÃŽ ³ is the corresponding activity coefficient. m ± is the mean molality concentration of electrolyte in the aqueous phase and ÃŽ ³Ã‚ ± is the mean ionic activity coefficient of corresponding electrolytes. Similar procedure as described by Chen et al has been used to predict the LLE with one extraction reaction. Mean ionic activity coefficient of electrolytes Pitzer equation is used to calculate the mean ionic coefficient of HNO3 in all the cases and of Ca(NO3)2, NaNO3 in the presence of metal nitrates. lnÃŽ ³Ã‚ ± = Aà Ã‚ ¤+ m (5) where b=1.2, ÃŽ ±=2, AÉ ¸ = 0.391. I is the ionic strength of solution. The Pitzer parameters for HNO3, NaNO3 and Ca(NO3)2 are listed in Table 1. Activity Coefficients of components in organic phase can be estimated using UNIFAC and Uniquac equation. UNIFAC EQUATION In a multi-component mixture, the UNIFAC equation for the activity coefficient of component i is given by Equation 3.1. ln ÃŽ ³i = ln ÃŽ ³iC +ln ÃŽ ³iR (6) The combinatorial part of the UNIFAC model considers the shape and the size of the molecules in the mixture. ln ÃŽ ³iC = 1 – Ji + ln Ji – 5qi( ln (É ¸i /ÃŽËœi )+ 1 – (É ¸i /ÃŽËœi ) ) (7) where, Ji = ( É ¸i /xi) The molecule volume fraction É ¸i , and the molecule surface area fraction ÃŽËœi , are given by respectively, É ¸i = xi*ri/∑j xj*rj and ÃŽËœi = xi*qi/∑j xj*qj (8) In Equations (3.3), relative molecular volume rs, and relative molecule surface area q, are given by ri = ∑k ÃŽ ½k(i)* Rk and qi = ∑k ÃŽ ½k(i)* Qk (9) The quantity vk is the number of subgroups of type k in a molecule of species i. ri is the relative molecular volume and qi is the relative molecular surface area. Group parameters Rk and Qk are reported by Fredenslund et al. The residual part of the activity coefficient is given by Equation 10. ln ÃŽ ³iR = ∑k ÃŽ ½k(i )[ ln à Ã¢â‚¬Å"k – ln à Ã¢â‚¬Å"k(i) ] (10) where, k denotes each group in the mixture ÃŽ ½k(i ) is the number of groups of type k in molecule i à Ã¢â‚¬Å"k is the group residual activity coefficient à Ã¢â‚¬Å"k(i) is the residual activity coefficient of group k in a reference solution containing only molecules of type i. The group residual activity coefficient is found by Equation 11. ln à Ã¢â‚¬Å"k = Qk [ 1- ln(∑m ÃŽËœm ψmk) ∑m (ÃŽËœm ψkm /∑n ÃŽËœn ψnm ) ] (11) where, Qk is a group surface area parameter ÃŽËœm is the area fraction of group m ψmn is the group energy of interaction parameter ψmn = exp(-amn + bmn/T) (12) Where, amn and bmn is the group-interaction parameter. T is the temperature Group assignment as proposed by Chen et al. has been followed. C7H16, TBP and TBP.HNO3 has been broken down into groups CH3, CH2, (CH2O)3PO, HNO3.(CH2O)3PO. Group volume and surface parameters for above groups have been reported by Cheng et al. The UNIQUAC model thus consists of two terms: a combinatorial or entropic term, a residual or enthalpic term. The combinatorial and the residual terms are identical to the terms used in the traditional UNIQUAC equation. The combinatorial, entropic term is ln ÃŽ ³iC = ln(É ¸i/xi) +1 (É ¸i/xi) – (z/2)*qi [ ln(É ¸i/ÃŽËœi) + 1- (É ¸i/ÃŽËœi) ] (13) z = 10 is the co-ordination number. xi is the mole fraction, É ¸i is the volume fraction, ÃŽËœi and is the surface area fraction of component i. É ¸i = xi*ri/∑j xj*rj and ÃŽËœi = xi*qi/∑j xj*qj (14) ri and qi are volume and surface area parameters for component i. The residual, enthalpic term is ln ÃŽ ³iR = qi [ 1 – ln( ∑k ÃŽËœkψki) ∑k ÃŽËœkψik/(∑l ÃŽËœlψlk) (15) The parameter ψki is given by ψki = exp(-uki-uii/T) (16) uki and uii are interaction energy parameters. Uniquac r and q parameters for C7H16, TBP and TBP.HNO3 have been reported by Li et al. RESULTS AND DISCUSSION EQUILIBRIUM PREDICTION. The following equations can be used to predict equilibrium x1 + x2 + x3 = 1 (17) x20 = (x2 + x3)/( x1 + x2 + x3) (18) x3 ÃŽ ³3 K = (19) m ±2 ÃŽ ³Ã‚ ±2 x2 ÃŽ ³2 ÃŽ ³2 and ÃŽ ³3 values have been calculated using UNIFAC and Uniquac equation. Knowing equilibrium constant K, m ± calculated mole fractions can be found out., The group interaction parameters are regressed by Least Square Technique to minimize the error between experimental and calculated mole fraction values. The obtained regressed group interaction values in the absence of metal nitrates, in the presence of NaNO3 and Ca(NO3)2 using Uniquac and UNIFAC have been listed in Table. The standard absolute deviation of components in the organic phase is listed in table. The experimental and calculated values of mole fractions have been reported graphically in fig CONCLUSION The experimental mole fraction data were correlated using UNIFAC and Uniquac model. The Uniquac and UNIFAC group interaction parameters are capable of predicting mole fraction for TBP-Diluent-HNO3 in the absence and presence of metal nitrates. Thus these can be effectively used to predict the equilibrium for the removal of dissolved TBP in Nuclear engineering. UNIFAC gives a better prediction as compared to Uniquac in all the cases LIST OF TABLES Pitzer parameters for calculation of mean ionic activity coefficient Uniquac Group interaction parameters in the absence of metal nitrates Unifac Group interaction parameters in the absence of metal nitrates Uniquac Group interaction parameters in the presence of Sodium metal nitrate Unifac Group interaction parameters in the presence of sodium nitrate Uniquac Group interaction parameters in the presence of calcium metal nitrate Unifac Group interaction parameters in the presence of calcium nitrate Standard absolute deviations between predicted and experimental mole fraction of extracted complexes Table 1. Pitzer parameters for calculation of mean ionic activity coefficient Components ÃŽ ²o ÃŽ ²o HNO3 0.1119 0.3206 0.001 NaNO3 0.0068 0.1783 -0.0007 Ca(NO3) 0.2108 1.409 -0.02014 Table 2. Uniquac Group interaction parameters in the absence of metal nitrates a (m,n) NPH TBP HNO3.TBP NPH 0 2.05741 0.679624 TBP -3.04549 0 -1.1645 HNO3.TBP -1.03328 1.143979 0 b (m,n) NPH TBP HNO3.TBP NPH 0 1.007842 0.999125 TBP 0.983532 0 1.095824 HNO3.TBP 0.993173 1.019649 0 Table 3. Unifac Group interaction parameters in the absence of metal nitrates a (m,n) CH2 CH3 (CH2O)3PO HNO3(CH2O)3PO CH2 0 0 2.56180892 -48.1996 CH3 0 0 2.56180892 -48.1996 (CH2O)3PO -5.15816 -5.15816 0 -6.13375 HNO3(CH2O)3PO -2.57271 -2.57271 34.781685 0 b (m,n) CH2 CH3 (CH2O)3PO HNO3(CH2O)3PO CH2 0 0 0.997309 1.126187 CH3 0 0 0.997309 1.126187 (CH2O)3PO 1.016819 1.016819 0 1.131422 HNO3(CH2O)3PO 1.015345 1.015345 0.890301 0 Table 4. Uniquac Group interaction parameters in the presence of Sodium metal nitrate a (m,n) NPH TBP HNO3.TBP NPH 0 -1.82623 6.863001 TBP 0.87821 0 0.552002 HNO3.TBP 1.380676 2.272663 0 b (m,n) NPH TBP HNO3.TBP NPH 0 0.990771 1.019671 TBP 0.999592 0 0.998537 HNO3.TBP 1.001281 1.004269 0 Table 5. Unifac Group interaction parameters in the presence of sodium nitrate a (m,n) CH2 CH3 (CH2O)3PO HNO3(CH2O)3PO CH2 0 0 0.742770 -0.6378 CH3 0 0 0.742770 -0.6378 (CH2O)3PO 1.096426 1.096426 0 -0.373895 HNO3(CH2O)3PO 0.748111 0.748111 -0.20966206 0 b (m,n) CH2 CH3 (CH2O)3PO HNO3(CH2O)3PO CH2 0 0 1.000835 1.005434 CH3 0 0 1.000833 1.005434 (CH2O)3PO 0.99968 0.999688 0 1.004477 HNO3(CH2O)3PO 1.000817 1.000818 1.003927 0 Table 6. Uniquac Group interaction parameters in the presence of Calcium metal nitrate a (m,n) NPH TBP HNO3.TBP NPH 0 0.3249 -0.4026 TBP 0.95221 0 -1.40706 HNO3.TBP 1.168545 1.39797 0 b (m,n) NPH TBP HNO3.TBP NPH 0 0.997878 0.99529 TBP 0.999836 0 0.99200 HNO3.TBP 1.00058 1.000138 0 Table 7. Unifac Group interaction parameters in the presence of calcium nitrate a (m,n) CH2 CH3 (CH2O)3PO HNO3(CH2O)3PO CH2 0 0 5.9429 2.14979 CH3 0 0 5.9429 2.14979 (CH2O)3PO 2.6932 2.6932 0 -2.59369 HNO3(CH2O)3PO 3.8889 3.8889 3.8740 0 b (m,n) CH2 CH3 (CH2O)3PO HNO3(CH2O)3PO CH2 0 0 0.9839 0.99622 CH3 0 0 0.9839 0.99622 (CH2O)3PO 0.99447 0.99447 0 1.011186 HNO3(CH2O)3PO 0.990612 0.990612 0.990633 0 Table 8. Standard absolute deviations between predicted and experimental mole fraction of extracted complexes. System Δ x (Uniquac) Δ x (Unifac) HNO3/TBP/Diluent 0.016 0.0051 HNO3/TBP/Diluent/NaNO3 0.0435 0.0429 HNO3/TBP/Diluent/Ca(NO3)2 0.015 0.0051

The Museum of Contemporary Art Detroit (MOCAD) :: Art Gallery Review

The Museum of Contemporary Art Detroit (MOCAD) had three different artists work on display. It was split up into three different rooms the first room was Design 99 To Much of a Good Thing and in the next room is Latoya Ruby Frazier Mother May I and in the last room was Jef Geys Woodward Avenue. The art that was on display was not traditional art work. All of the artist’s work displayed in the Museum of Contemporary Art Detroit was out of the box thinking. The flow in each exhibit made it easy to move from one piece of art work to another piece of work. There are many different styles in the Museum of Contemporary Art Detroit (MOCAD) like industrial design, expressionism and art that has repetition. In the Design 99 Too Much of a Good Thing exhibit was not traditional art but found objects that were then change or to make something new out of different items. In this exhibit there are some pieces of art was walk-trough art. The artists idea was to take found materials and utilitarian objects to propose creative solutions to complex problems. The art named The Neighborhood Machine 2010 1996 773 Bobcat is an example of industrial design. The bobcat is a moving sculpture and parts are functional. The other exhibit is Latoya Ruby Frazier Mother May I which is photos and video of the artists grandmother, mother and herself. The photos show real and raw emotions of the artists homes and family life. When looking at the photos you could feel the emotion captured in the photo. When looking at the pieces of art work there was a rhythm that moved you from one piece of work to another piece of work. These photographs were not posed so there is a raw emotion of the relationship between grandmother, mother and herself. The last exhibit in the MOCAD is the Woodward Avenue by artist Jef Geys. The style of this art would have to fall under realism. The art captures the Detroit plants along Woodward Avenue at every intersection beginning at Cadillac and ending at Sagn inaw Street. In this exhibit you see dried specimens with the corresponding scientific description, photographs, specific maps and there are drawings that document the research. This collected images of plants continue the artist’s fascination with documentation, community engagement and art as a way to address larger social issues. This exhibit was interning to me to see all the different plant and to know that plants in the city unknown to most there are often edible, medicinal or even poisonous plants.

Our Town :: essays research papers

Wilder's passionate plea in the play is to appreciate every moment of every day, for life is a fleeting thing. With troubles rapidly expanding in Europe and war becoming a looming reality, people were inundated with the negative aspects of life. To see Our Town was to escape from the negative and rejoice in the ordinary; it reaffirmed faith in the unchanging moral values of small town living. It was obviously the balm that audiences needed in the midst of a pessimistic and changing world. Through his play, Wilder tries to teach the audience to seize the moment and enjoy living. There are no guarantees about a certain life span, as evidenced by the premature deaths of Emily Webb and her brother, Wally; tomorrow may be too late. By calling the drama Our Town and portraying ordinary people and events, the people in the audience and the readers of the play can identify with the theme and apply it to their own lives. Our Town is an unusual play in structure. It intentionally contains lit tle action, in order to support the theme; nothing exciting or suspenseful happens in any of the three acts, just as nothing exciting happens in Grover's Corners. The play also ignores most dramatic conventions. In the beginning, the Stage Manager saunters on to an empty stage to talk directly to the audience; he tells them that the play is ready to begin. He then describes the appearance of Grover's Corners and its inhabitants. The play also ignores the unity of time and place. Between the first and second acts, three years pass. Then between the second and third acts, another nine years pass. In addition, the omniscient Stage Manager has repeated flashbacks to the past and flash-forwards to the future, further negating a unity of time. The play also has many locations. Although the entire play takes place in or around Grover's Corners, each act has a different and distinct key setting. In Act I, most of the action takes place in the homes of the Webb’s and the Gibbs; often the activity in both homes is seen on stage at once, in order to emphasize the sameness of things in this small town. The second act is set largely at the church, where Emily and George are married.

Choosing the Right Application of Multiple Intelligence Theory Essay

Throughout the last fifty years, educators have debated what methods of teaching are most effective. These methods include many extremes, from the more traditional method of teaching, in which teachers lecture, students listen, and are expected to learn, to experiential education, which usually requires students to take a hands on approach to every lesson. Both of these extreme methods have too specific of an approach. A combination of learning styles, or multiple intelligences, is required to teach successfully. The introduction of the multiple intelligence theory has positively benefitted teaching by encouraging educators to stimulate each student’s learning strength everyday; regardless of the traditional teaching methods more commonly used. The multiple intelligence theory was created by Howard Gardner, and has been summarized nicely by McCain and Weiten (2004). â€Å"He suggests the existence of a number of relatively autonomous human intelligences. To build his list of separate intelligences, Gardner reviewed the evidence on cognitive capacities in normal individuals, people suffering from brain damage, and special populations, such as prodigies and idiot savants. He concluded that humans exhibit eight intelligences: logical-mathematical, linguistic, musical, spatial, bodily-kinesthetic, interpersonal, intrapersonal, and naturalist† (p. 380). Mr. Gardner has made efforts to prove that every student learns his or her own way. He says that, â€Å"Students learn in ways that are identifiably distinctive. The broad spectrum of students, and perhaps the society as a whole, would be better served if disciplines could be presented in a number of ways and learning could be assessed through a variety of means.† (Gardner, 1991, p.... ...sate for their weaker skills, with their stronger ones. Educators debating whether to use the multiple intelligence theory need to consider that â€Å"it involves creating rich experiences in which students with different intelligence profiles can interact with the materials and ideas using their particular combinations of strengths and weaknesses.† (Moran, Kornhaber, & Gardner, 2006, p. 27). The Key School in Indiana believes that all children should have his or her type of intelligence aroused every day (Gardner, 1991, p. 215). Completing a school day knowing that students will have all had a chance to feel like successful learners must be a goal that educators strive to achieve. This is a belief that would allow all learning pieces in a child’s mind to be stimulated, every day. This also builds students into being the most multi-faceted individuals possible.

The Dance

My twenty-year-old daughter Brandy called me the other night. While we were talking, she asked me if I remembered the day we watched a spider spin its web. I told her that I did, and she went on to tell me that the experience was one of her fondest childhood memories. She was a little surprised when I told her it was also one of my favorite parenting memories! Our family consisted of myself, my wife Sharon, Scott, my twelve-year-old stepson, eight-year-old Hugh, seven-year-old Brandy, five-year-old Justin, two cats and a Labrador mix named Mitch. Since our apartment had only a small yard, the kids and I would take Mitch on short daily walks during the week. On the weekends, whenever possible, we would take him on long walks through our small coastal community. During one of these weekend walks, we saw the spider. It was Sunday afternoon on a beautiful California spring day. The sun was shining while the birds added their sweet melodies. The air was filled with that special atmosphere of newness that is unique to springtime. My four children, Mitch and I were headed east, down Ninth Street. Ninth Street, in this part of town, is mostly small shops and offices, and most of these are closed on Sundays. Mitch, like all dogs, felt bound to investigate every tree or shrub along the path. As he was inspecting an oleander shrub in front of a small flower shop with an alcove, I noticed the spider scurrying about in the left corner of the alcove. Since most of the spiders I encounter usually just sit around waiting for lunch, I stepped over to investigate this little flurry of activity. It appeared the little fellow was building a new home. The spider had already built the main structure of its spiral web. The supporting rays of silk were attached to various points on the stucco wall and window casing, and the first few spirals, at the center of the rays, had been completed. I gathered the kids into the alcove and showed them the web. Mitch, having lost interest in the oleander, settled into the shade of the alcove for a nap. As we watched, the spider began a fascinating dance! Its eight legs moved swiftly in a repeating sequence, while its abdomen pivoted from one ray to the next spinning silk, all the while moving in an ever expanding spiral. We continued to watch the little spider until it reached what it, and Mother Nature, determined to be the outer ring of its new home. Every one of us, except Mitch (who was still napping), were enchanted and impressed with the performance. The spider, however, appeared oblivious to our adulation. As we continued our walk, we talked about the spider over and over. When we got back home, all four children kept interrupting each other in their eagerness to describe to their mother what they had seen. Hugh did an enthusiastic imitation of the spider's dance, wiggling his fanny to and fro while gesticulating wildly with his arms and legs. His efforts had us all laughing until we had tears in our eyes. I have always been charmed by the natural world: the acrobatics of squirrels, the cooing of pigeons, the soaring flight of hawks and falcons. Just the sight of a dragonfly sitting still on the end of my fishing pole grips my soul and fascinates my eyes. I had always hoped that I would pass my love of nature on to my children, so that they too would know the particular wonder that only nature can inspire. At the time as I watched and listened to my children's excitement over the simple dance of a small spider, I felt my hope might be becoming a reality. Knowing that the memory is still cherished by Brandy thirteen years later I feel sure she, at least, got the lesson right.

Marketing strategy in the tourism industry Essay

The word â€Å"strategy† occurred from the Greek strategos, â€Å"art of the general†. The military origin of this term shouldn’t be surprising. strategos allowed Alexander of Macedon to win the world. Value of the strategic behavior allowing firm to survive in competitive fight in long-term prospect, sharply increased in the last decades. All companies in the conditions of the rigid competition, quickly changing situation have to not only concentrate attention on internal state of affairs in the company, but also develop strategy of a long-term survival which would allow them to be in time behind the changes happening in their environment. Strategy represents the detailed comprehensive comprehensive plan, intended to provide implementation of mission of the organization and achievement it is more whole. Formation of strategy is one of management functions which represents process of a choice of the purposes of the organization and ways of their achievement. Marketing strategy is a strategy of the enterprises focused on market values. Marketing strategy has two main reference points – the market and a product. The subject of a term paper is actual since for many enterprises marketing strategy is the major strategy as it provides validity of a market orientation of the enterprise. The purpose of a term paper consists in a choice of such marketing strategy for the studied organization as a result  of which the company will achieve the objects, and will be in time behind the changes happening in its environment. Practice of business showed that there is no strategy, uniform for all companies, as well as there is no uniform universal strategic management. Each firm is unique in own way, and process of elaboration of strategy for each firm is unique as it depends on a firm position in the market, dynamics of its development, its potential, behavior of competitors, characteristics of goods made by it or services rendered by it, state of the economy, the cultural environment and still many other. Certainly, always it is necessary to remember that strategic management — it first of all a product of creativity of the top management, but at the same time it is possible to tell and about a certain theory of the strategic management which knowledge allows to exercise control of the organization more effectively. 1. Kinds of marketing strategy and process of their choice. 1.1 . Definition of strategy and their version. Company strategy, as a rule, consists of the thought-over purposeful actions and reaction to unforeseen succession of events. The firm defines the long-term actions in relation to the markets, the commodity range, pricing, merchandising and goods advance on the market, develops marketing strategy according to various conditions of demand, forms the global directions of the development. Firms have a big degree of a freedom of choice of strategy. They can diversify the activity in connected or not the connected grew by means of creation of joint ventures, strategic alliances, acquisition of other companies or opening of new activities. Some companies follow strategy of leadership in expenses, others focus attention on various combinations of numerous properties of goods more attractive to clients, and the third choose discussion of special inquiries of a narrow circle of buyers. Further the main marketing strategy which are more often used for organization development will be given. Marketing strategy — process of planning and realization of various marketing actions, which are subordinated to achievement put before the company (firm,  the organization, business structure) is more whole. All variety of strategy which commercial and non-profit organizations show in real life, are various modifications of several basic strategy. Each of these strategy is effective in the certain situation determined by factors of internal environment therefore it is important to consider the reasons of a choice of a certain option. The organization is faced by four main strategic alternatives: 1 . Limited growth. The majority of the organizations adheres to this alternative, for it establishment of the objectives from achieved, inflation-adjusted is characteristic. It is the easiest, convenient and least risky way of action. Apply in the mature stable industries having stable profit in the past. At strategy of limited growth of the purpose of development are established â€Å"from reached† and are corrected at situation change. If the management, is generally satisfied with position of firm, it is obvious that in the long term it will adhere to the same strategy as it is the most simple and least risky way of actions. 2 . Growth. This strategy is most often applied in dynamically developing branches with quickly changing technology. The strategic alternative of growth is carried out by annual substantial increase of level of short-term and long-term goals over level of indicators of previous year. This strategy is the chosen alternative second most often. It is applied in dynamically developing branches with quickly changing technologies. Growth can be internal or external. Internal growth can happen by expansion of the range of goods. External growth can be in allied industries in the form of the vertical or horizontal growth by a way of acquisition of other firm, their association or merge. 3 . Reduction – strategy of a last resort. Options of realization of strategic alternative of reduction: elimination, cutting off superfluous, reduction, reorientation. This strategy gets out the organization most less often. For it establishment of the objectives below the level achieved in the past is characteristic. To strategy of reduction resort when indicators of activity of the organization get a steady tendency to deterioration, and no measures can change this situation. 4 . Combination – strategy of a combination of all alternatives which the major companies which are actively operating in several branches adhere. This strategy represents a combination of the considered alternatives – the limited growth, growth and reduction. The large organizations which actively function in several branches adhere  to this strategy, as a rule. For example, the firm can sell or liquidate one of the productions and in exchange get one or several others. Marketing strategy (F. Kotler). According to F. Kotler, the firm in competitive fight can play one of 4 roles. The marketing strategy is defined by position of the company in the market, whether is she the leader, the applicant, the follower or occupies a certain niche: 1 . The leader (a share in the market about 40%) feels surely. The leader of the market possesses the greatest share of the market of a certain product. To strengthen a dominant position, the leader needs to seek for market expansion as a whole, attracting new consumers, finding new ways of consumption and use of production. For protection of the share of the market the leader uses strategy of position, flank and mobile defense, preemptive strikes and reflection of the attack, the compelled reduction. The majority of leaders of the market seek to deprive of competitors of the possibility of transition to approach. 2 . The applicant for leadership (a share in the market about 30%).  Such company aggressively attacks the leader and other competitors. Within special strategy the applicant can use the following options of attacks: â€Å"frontal attack† – is conducted in many directions (to new goods and the prices, advertising and sale), this attack demands considerable resources. â€Å"environment† – attempt to attack all or the considerable market territory of the market. â€Å"round† – transition to production of essentially new goods, development of the new markets. â€Å"attack of a gorilla† – small gusty attacks not absolutely correct methods. 3 . The follower – (a share of 20%) the company which to seek to keep the share of the market and to bypass all banks. However even followers have to adhere to the strategy directed on maintenance and increases in a share of the market. The follower can play roles of an imitator or the double 4 . Dug round in a market niche – (a share of 10%) serves a small segment of the market to which there is no business to major companies. Traditionally this role I played small business, today strategy of niches use also the large companies. Key to niches – specialization. The companies focusing in niches, choose one or several areas of specialization: on end users, down, depending on the sizes of clients, on special clients, by the geographical principle, on a product, on individual service of buyers, on a certain ratio of  quality/price, on service, on distribution channels. Some niches are more preferable than one. Main competitive strategy (M. Porter). Malt liquor allocates five main competitive strategy: 1 . Strategy of leadership in the expenses, providing decrease in full costs of production of goods or services. 2 . The strategy of broad differentiation directed on giving to goods of peculiar features, distinguishing them from goods of rival firms that promotes attraction of a large number of buyers 3 . The strategy of optimum expenses which is giving the chance to buyers to receive for the money a great value at the expense of a combination of low expenses and broad differentiation of production. The task consists in providing optimum expenses and the prices concerning producers of production with similar lines and quality. 4 . The focused strategy, or the strategy of a market niche based on low expenses, is focused on a narrow segment of buyers where the firm advances the competitors at the expense of lower costs of production 5 . The focused strategy, or the strategy of a market niche based on differentiation of production, sets the purpose providing representatives of the chosen segment with goods or the services most fully answering to their tastes and requirements. The analysis of a competitive situation and definition of position of the organization in it assume determination of complexity and dynamism of the competitive environment. Universal methods of such analysis are the model of five forces of M. Porter and the analysis of expenses of competitors. The model of five forces assumes carrying out the structural analysis on the basis of determination of intensity of the competition and research of threat of penetration on the market of potential competitors, the authorities of buyers, the authorities of suppliers, threats from goods or service substitutes. The analysis of expenses of competitors is consolidated to clarification of the strategic factors operating expenses, actually the analysis of expenses and modeling of expenses of competitors. For obtaining competitive advantage the firm can use three the general competitive to strategy: 1. leadership in expenses (a task — to achieve leadership in expenses in the concrete sphere at the expense of a set of measures for control of them), 2. individualization (achievement of difference of a product or organization service from products or services of  competitors in this sphere is supposed), 3. focusing (a task — concentration on concrete group, a segment of the market or the geographical region). Types of strategy of behavior of firms according to A.A. Thompson and A.DZh. Striklendu. They allocate the following strategy: offensive, defensive and strategy of vertical integration. 1. Offensive strategy for preservation of competitive advantage. Competitive advantage is usually reached due to use of creative offensive strategy it isn’t so simple to them to resist to competitors. Six main types of offensive strategy are allocated: the actions directed on resisting to strengths of the competitor or to surpass them; the actions directed on, use of weaknesses of the competitor; at the same time approach on several fronts; capture of unoccupied spaces; guerrilla war; pre-emptive strikes. 2 . Defensive strategy for protection of competitive advantage aim to hold the market position, to reduce risk to be attacked, to transfer attack of the competitor with smaller losses, to put pressure on throwing down a challenge to reorient them on fight against other competitors. 3 . Strategy of vertical integration. The essence of this strategy is that firms can expand the activities for the direction to suppliers (back) or in the direction to the consumer (forward). The firm building the new enterprise for production of entrance components which were bought earlier from suppliers, undoubtedly, remains in the same branch, as earlier. Similarly, if the producer chooses integration â€Å"forward†, opening a network of the retail shops to sell production to directly end user, he remains in business on production of this production, even on condition of expansion of its field of activity in a branch chain of values. Strategy of vertical integration can pursue the aim of full integration in grew or partial  integration (creating positions at the most important stages of a branch chain of values). The company can carry out vertical integration, beginning own actions in other links of a branch chain or getting the firms which are already working in this sp here that they were closer to the company. 1.2 Specifics of marketing in tourism. Tourism according to the main characteristics has no fundamental differences from other forms of economic activity. Therefore all essential provisions of modern marketing can be fully applied and in tourism. At the same time in tourism there are the specifics distinguishing it not only from trade in goods, but also from other forms of trade in services. Here trade, both services, and goods (by estimates of experts, the share of services in tourism makes 75%, goods – 25%), and also special nature of consumption of tourist services and goods in a place of their production, moreover, in a certain situation takes place. In the traditional production having concrete result of work (goods in a material and material form), the concept of marketing has more concrete contents. In tourism the result of activity is reduced to a tourist product. In fact, the tourist product is the any service which is satisfying these or those needs of tourists and subject to payment of the hardware of th eir party. Tourist services treat hotel, transport, excursion, translation, household, municipal, intermediary, etc. The main tourist product is complex service, i.e. the standard set of services sold to tourists in one â€Å"package†, abroad they are called often package-tour. Tourist marketing – concept difficult and capacious in view of what it yet didn’t receive the accurate and final wording. There is a set of definitions, including: – methods and the receptions directed on identification and satisfaction of needs of people, caused with motives of rest – informative aspect, rest, entertainment, treatment, etc., – and the organization of tourist bureaus or the associations, capable it is rational to satisfy these requirements; – the state and private activity of the tourist enterprises which is carried out on the international, national and regional plans for the purpose of satisfaction of requirements of certain groups of tourists; – the system of a trade production activity aiming at satisfaction of individual needs of each consumer on t he basis of  identification and studying of a consumer demand for receiving the maximum profit; – the market focused management, directed is achievement of the objectives enterprises more whole than the enterprise by more effective, than at competitors, satisfaction of needs of tourists; marketing can be used as at the level of separate travel company, and separately tourist concerns, holdings, including at the international level. The world tourist organization allocates three main functions of marketing in tourism: 1) establishment of contacts with clients sets as the purpose to convince them that the offered vacation spot and services of service existing there, sights and expected benefits completely correspond to that clients wish to receive; 2) development assumes design of innovations which will be able to provide new opportunities for the sale, in turn similar innovations have to correspond to requirements and preferences of potential clients; 3) control provides the analysis of results of activity on advance of services in the market and check of, as far as these results reflect really full and successful use available in the sphere of tourism of opportunities. The tourist product has to be good acquisition. In this regard marketing represents the consecutive actions of the tourist enterprises directed on achievement of such purpose. Therefore and reasonable the following definition of marketing is rath er logical. Marketing in tourism is a system of continuous coordination of offered services with services which are in demand in the market and which the tourist enterprise is capable to offer with profit for itself and is more effective, than it is done by competitors. In relation to tourism allocate some components of a complex of marketing: – personnel, its qualification and training; – process of providing service; – environment. Tourist business is unique in the sense that the personnel of the enterprises is a part of a tourist product. Hospitality, goodwill – the main condition for all comers, and not just specialists in direct service of consumers. Marketing has to be an integral part of philosophy of all organization, and functions of marketing to be carried out by all employees. Key factor of competitiveness of the tourist enterprise are a measure (action) for mobilization of creative activity of collective. Important factor of  high-quality service of the client is the environment – appearance of the building, office registration, furniture, the equipment, office equipment, etc. the atmosphere of the offer of a product (the physical environment) is perceived by means of sense organs (sight, hearing, sense of smell, touch) and has impact on consumer behavior in four ways: 1) can serve as a data carrier for potential consumers; 2) can serve as means of drawing attention of clients; 3) can be the carrier of a certain effect (colors, sounds and properties of surfaces of subjects surrounding the client influence his consciousness and induce to purchase); 4) can create a certain mood. [19, page 58] Ensuring management efficiency with marketing requires development of its auxiliary systems: marketing information; marketing organizations; marketing control. The system of marketing information provides, systematization, an assessment and use of the data characterizing a condition of environment and the internal environment of the tourist enterprise. Without objective, actual, rather full marketing information adoption of operational and strategic decisions is impossible. The system of the organization of marketing is directed on creation of the relevant organizational structure of the tourist enterprise providing realization of marketing actions. For continuous tracking performance of marketing strategy and programs the system of marketing control is created. In practice the technology of implementation of the concept of marketing is very elastic. It can change both the structure, and a place of separate stages depending on features of the enterprise, degree of familiarity of the market, goals, tasks and market conditions. However all these elements are closely interconnected. It is impossible any of them to exclude from system, without having broken its integrity. 2. Marketing strategy in the tourism and hospitality industry. 2.1 Strategic marketing at the tourist enterprises. 1. Corporate marketing strategy in tourism. Hierarchy of marketing strategic decisions. The most important purposes of any company are: receiving profit, ensuring continuous growth of a turn and occupation of the best competitive position in the market. In marketing is the growth of sales, increase in a share of the market, increase of loyalty of consumers. Exactly at the top level company management the foundation of the correct marketing policy as each concrete marketing decision has to be considered as specification of strategic decisions of the company directed on achievement of the all-corporate purposes are laid: definition of development of the main strategic zones of managing. choice of the directions of further growth  formation of competitive advantages. These and other marketing decisions made by the top management of the company, define development of concrete products and the markets, all system of marketing actions, their expense and efficiency at the subsequent stages. Strategic marketing decisions represent a way of action on achievement of the marketing purposes which, in turn, follow from the purposes all-corporate. Distinguish the marketing decisions made by the enterprise at three levels: the corporate; the functional; the tool. Corporate marketing decisions define interaction strategy with the market and coordination of capacity of the enterprise with its requirements. Marketing decisions at corporate level define ways as it is better to use enterprise resources for satisfaction of needs of the market. It is possible to allocate three groups of strategic marketing decisions at corporate level. Portfolio strategy — allow to resolve rather effectively issues of management of various fields of activity of the enterprise from the point of view of their place and a role in satisfaction of needs of the market and implementation of capital investments in each of spheres. Growth strategy — give the chance to answer questions: in what direction to develop to the enterprise better to conform to market requirements? whether enough own resources for this purpose or is required to go for external acquisitions of  the activity? Competitive strategy — define how it is possible to provide to the ente rprise competitive advantages in the market from the point of view of bigger involvement of potential consumers and what policy to choose in relation to competitors. 2 . Marketing strategy on tourist industry development. Marketing practice considers â€Å"portfolio† in the form of set, as a rule, not economic divisions dependent from each other, strategic units of one company. â€Å"The portfolio analysis† allows to present in a matrix look results of research of activities of the enterprise for the purpose of determination of their subsequent growth and increase in profitability of strategic units which were its part. Thus increase in production is defined by development of demand and sales that leads to decrease in expenses of resources on a unit of production. â€Å"Portfolio strategy† — ways of distribution of limited resources between economic divisions of the enterprise with use of criteria of appeal of market segments and potential opportunities of each economic unit. Enterprise resource management on the basis of a choice of the economic directions of market activity is carried out with use of a matrix of BKG and a matrix Mac-Kinzi. 3 . The marketing strategy focused on growth of the tourist company. Enterprise growth — manifestation of types of its business activity which can be based on three opportunities of growth: organic growth, intensive development at the expense of own resources acquisition of other enterprises or the integrated development; diversification — leaving in other fields of activity. Strategy of growth represent business management models by a choice of types of its business activity taking into account internal and external opportunities. Control of growth is exercised with the help: Ansoff’s matrixes matrixes of external acquisitions; new matrix of BKG. Ansoff’s matrix. This matrix represents the tool for classification of production and the markets depending on degree of uncertainty of prospects of sale of production or opportunities of penetration of this production on this market. It is known that gorazno it is more difficult to sell absolutely new production, than production known, also to sell the existing range of goods to categories of the consumers close to what already got them, it is easier, than to master the new markets. Each strategic quadrant defines the directions of marketing efforts of the enterprise: 1 . Penetration strategy on the market: stimulation of purchases by traditional buyers (product replacement, use frequency); increase in a share of the market; involvement of buyers from competitors; involvement of new consumers; search of new opportunities of using. 2 . Strategy of development of the market: exit to new consumer segments; entry into the new territorial markets; exit to new marketing networks. 3 . Strategy of development of a product: innovations; new brand; modification by the range 4 . The marketing strategy focused on ensuring competitive advantages of travel agency. Competitiveness of goods and firm. The competition — rivalry of the enterprises in the market, directed on a gain attention of potential consumers. The competitive analysis represents the analysis of a competitive situation and an assessment of degree of  competitive advantages, both the enterprise, and his rivals in the market. Competitive advantage – those characteristics of market activity of the enterprise which create a certain superiority over competitors. Competitive strategy at corporate level pursue the aim to provide competitive advantage of the enterprise in the market concerning rival firms. For management of competitive position of the enterprise are used: general competitive matrix; model of competitive forces; matrix of competitive advantages; model of reaction of competitors. General competitive matrix. According to Porter’s general competitive matrix competitive advantage of the enterprise in the market can be provided with three main ways. Grocery leadership is based on policy of differentiation of goods (value for buyers is created). The main attention is paid to improvement of goods, giving of bigger consumer usefulness to them, development of branded production, design, service and guarantee maintenance, formation of attractive image. The combination of high usefulness and the high price forms â€Å"the market force† goods. It protects the enterprise from competitors, provides stability of position in the market. Price leadership is provided on the basis of possibility of the enterprise to reduce costs of production (value for the producer is created). The special attention is paid to stability of the investments, the standardized goods, strict management of expenses, control of expenses. Decrease in expenses is based on use of â€Å"an experience curve†. L eadership in a niche is connected with focusing of grocery or price advantage on a narrow segment of the market, without covering all market. Such leadership is most often used by small business enterprises. Dangers of this strategy are connected with the next moments: essential strengthening of distinctions in expenses can reduce considerably advantages of service narrow the target groups;  gap reduction in differentiated production for narrow target group and a common market is possible; competitors can find unoccupied niches even in a narrow target segment. 2.2 Process of a choice of strategy. Process of a choice of strategy includes the following main steps: explanation of the current strategy; carrying out analysis of a portfolio of businesses; choice of strategy of firm and assessment of the chosen strategy. Explanation of the current strategy is very important because it is impossible to make decisions on a future occasion, without having a clear idea concerning in what state there is an organization and what strategy it realizes. Various schemes of explanation of the current strategy can be used. One of possible approaches is offered by Thompson and Strikland. They consider that exists on five external and internal factors which need to be estimated to deal with realized strategy. External factors: scope of activity of firm and degree of a variety of made production, diversification of firm; general character and nature of recent acquisitions of firm and sales of part of the property by it; structure and orientation of activity of firm for the last period; opportunities on which the firm was focused recently; relation to external threats. Internal factors: firm purposes; criteria of distribution of resources and the developed structure of capital investments on made production; the relation to financial risk both from the management, and according to real practice and carried-out financial policy; level and degree of concentration of efforts in the field of research and development; strategy of certain functional spheres (marketing, production, shots, finance, scientific researches and development). The analysis of a portfolio of businesses represents one of the most important instruments of strategic management. It gives an evident idea that separate parts of business are very interconnected and that a portfolio as  whole significantly differs from the simple sum of its parts and the condition of its separate parts is much more important for firm, than. By means of the analysis of a portfolio of businesses such major factors of business, as risk, receipt of money, updating and dying off can be balanced. It is possible to tell with full confidence that the analysis of a portfolio of businesses is a basis of strategic planning. At the same time it is necessary to remember that the analysis of a portfolio of businesses is only one of instruments of strategic management, and it in any way doesn’t replace strategic planning as a component of strategic management, certainly, strategic management as a whole. After the management will consider available strategic alternatives, it then addresses to concrete strategy. The simplified technique of definition of position of firm and its goods in relation to opportunities grew was developed by the Boston consultative group. In the analysis of a portfolio comparison of a share of firm or its goods in the market with growth rates of all economic activity is carried out. Each of these quadrants in the BCG model is given figurative names: Stars. The new business areas occupying rather big share of roughly growing market operations on which make high profit concern to them, as a rule. It is possible to call these business areas leaders of the branches. They bring in to the organizations very high income. However the main problem is connected with definition of the correct balance between the income and investments into this area in the future to guarantee recoverability of the last. Milk cows. These are business areas which in the past received rather big share of the market. However over time growth of the relevant branch was considerably slowed down. As usual, â€Å"milk cows† are â€Å"stars† in the past which provide now to the organization sufficient profit to hold the competitive positions in the market. The stream of monetary cash in these positions is well balanced as investments into such business area require the most necessary minimum. Such business area can bring in very big incomes of the organization. Difficult children. These business areas compete in  growing branches, but occupy rather small share of the market. This combination of circumstances results in need of increase in investments for the purpose of protection of the share of the market and guaranteeing a survival on it. High growth rates of the market demand considerable monetary cash to correspond to this growth. However these business areas with great difficulty generate the organization income because of the small share in the market. These areas most often are pure consumers of monetary cash, instead of its generators, and remain them until their market share will change. Dogs. These are business areas with rather small share in the market in slowly developing branches. The stream of monetary cash in these areas of business usually very insignificant, and is more often even the negative. Any step of the organization in the direction to receive a big share of the market unambiguously immediately it is counterattacked by competitors dominating in this branch. Only skill of the manager can help the organization to hold such positions of business area. The positions taken by separate areas of business in strategic space, defined by the BCG model, dictate a choice of quite certain directions of actions: For Stars: To try to keep or increase a share of the business in the market. For Difficult children: Or to go on increase in a share of business in the market, or to be content with that is reached, or to reduce this business. For Milk cows: To try to keep or increase a share of the business in the market. For Dogs: To be content with the of provisions, either to reduce it, or to liquidate this type of business in the organization. The choice of strategy of firm is carried out by the management on the basis of the analysis of the key factors characterizing a condition of firm, taking into account results of the analysis of a portfolio of businesses,  and also character and essence of realized strategy. The major key factors which have to be considered first of all at a strategy choice, the following is. The condition of branch and firm position in branch often can play a crucial role at a choice of strategy of growth of firm. Leading, strong firms have to seek for the maximum use of the opportunities generated by their leading situation, and for strengthening of this situation. Leading firms depending on a condition of branch have to choose various strategy of growth. So, for example, if the branch goes to decline, it is necessary to stake on diversification strategy if the branch roughly develops, the choice has to fall on strategy of the concentrated growth or strategy of the integrated growth. Weak firms have to behave in a different way. They have to choose those strategy which can lead to increase in their force. If such strategy aren’t present, they have to leave this branch. The purposes of firm give uniqueness and originality to a strategy choice in relation to each concrete firm. For to what the firm aspires is reflected. If, for example, the purposes don’t assume the intensive growth of firm, can’t be chosen believe the corresponding strategy of growth, even in spite of the fact that for this purpose there are all prerequisites both in the market and in branch, and in the potential of firm. 3. Marketing strategy on an example â€Å"Eurasia Tour†. 3.1 Summary of the enterprise. The Eurasia Tour travel company was founded on February 29, 1996. The firm cooperates with the leading Russian tourist organizations in various regions of Russia and the neighboring countries. In 1998 the firm for the first time acted in quality round of the operator in the summer program â€Å"To Spain Directly from Omsk†. Same year the firm is awarded by the diploma International the exhibition center â€Å"InterSib† for professional work. In 1999 own tourist programs for the Omsk region, gained recognition of Omsk, nonresident and foreign tourists – adventure automobile round on the North of the Omsk region â€Å"Taiga rally† and an alloy on kayaks under the name â€Å"Secrets of the Taiga River† were for the first time offered.† Eurasia Tour† is an official travel agent of a traditional Siberian international marathon  which in August, 2001 passed already for the twelfth time. In 2002 â€Å"Eurasia Tour† was included in the interstate agreement between Russia and China, having acquired the right for opening of visas to citizens of the Russian Federation. Today the staff of firm makes 15 people. Contacts with all leading hotels of the city, and also the largest boarding house of the Omsk region are come into. At office of firm sale of air tickets in all directions on flights of the Russian and foreign airlines is organized. Employees â€Å"Eurasia Tour† determine a target segment by the following characteristics: Age – 40-45let Income level – average and above an average Education – usually the highest, but doesn’t play a role Relationship status – usually a family from two-four people Work, profession – most often – business owners Geography Vital style – the vigorous, active person occupied with trade or administrative activity, working often on days off and holidays, watches the image, feels a lack of time on rest and the family, susceptible to the novelties, skeptical about advertising. Motive of travel – desire to have a rest with a family, – desire to have a rest abroad, – desire to receive treatment abroad – desire to visit the exotic country (entertainments + novelty) 3.2 Marketing strategy on an example â€Å"Eurasia Tour† The firm exists 14 years, and even crisis of 1998 didn’t become a hindrance for its development and functioning. In advertising appeals it is specified that â€Å"Eurasia Tour† is the member of various tourist associations that as inspires trust to firm. As here goes formations of image of a product, namely cruise across Irtysh which has no analogs in the Omsk region. Tourists can receive not only information on rounds which offer practically all tour agencies of the city (rest in Spain through â€Å"Natali-turs†,  treatment in the Czech Republic through â€Å"Travelland†, excursion Europe tours and so on), but also information on rounds which â€Å"Eurasia Tour† (â€Å"the Okunevsky Ark† will organize, â€Å"Taiga Rally†, â€Å"Secrets of the Taiga River†, â€Å"Linevo’s Lake†, â€Å"Omsk excursion† and so on), being that tour-operetor. It should be noted that â€Å"Eurasia Tour† issues the booklets connected with their own projects, for bigger involvement of tourists to these services. All booklets are printed in printing house on good, qualitative paper that shows respect for clients. In addition all booklets are colorfully issued. The booklet â€Å"Taiga Rally† is executed in green color which associates with trees, with a taiga. Booklets â€Å"Linevo’s Lake† and â€Å"Secrets of the Taiga River† contain various shades of blue color which associates with water, the lake, the small river. â€Å"The Okunevsky Ark† is executed in brown, yellow and white tones which give to the booklet some mystery. In these advertising leaflets the visual effect is provided at the expense of photos of these projects. Photos recreate the atmosphere of these rounds. They give to the potential client the main idea that expects it. For example, fishing, a crossing through the river, a river raft ing, monastery visit and so on. In booklets â€Å"Secret of the Taiga River†, â€Å"Linevo’s Lake†, â€Å"Omsk excursion†, â€Å"Taiga Rally† is given objective information on offered services with allocation of specifics and potential opportunities which clients wait. For example, you will be able to make horse walk, to fish on the lake †¦ Automobile round †¦ River rafting †¦ In the Achairsky Monastery to visit the Sacred source and so on. In the booklet â€Å"Okunevsky Ark† the fantasy situation is created. For example, †¦ to visit the most mysterious region of Western Siberia †¦ Visit of the power center of the earth †¦ Practically all advertising leaflets contain information in two languages: Russian, for the Russian-speaking population, and English, for foreign tourists. Besides advertising leaflets, the world Internet system the tourist firm â€Å"Eurasia Tour† places the advertising on television and in printing editions. The tele vision has ample opportunities to make purposeful influences and to cause desirable response of spectator audience. The television provides broad coverage. So for promotion of the festive program â€Å"on March 8 in sanatorium â€Å"Mercury† advertising on television, for the weekend, during display of interesting programs and feature films on the local channel when the maximum number of potential clients were at the TVs was given. 3% of  estimated profit therefore the program was advertized on television and in the â€Å"Mozhet Byt† newspaper which has the special section devoted to tourism â€Å"Wind of Wanderings† were allocated for advertising of this project. The advertising appeal which was placed in the newspaper, was simple, short, drawing attention of readers. Owing to the efficiency, repeatability, broad coverage of the market of a press is one of the most effective remedies of distribution of advertising therefore â€Å"Eurasia Tour† most often uses press services for advertising of the services. Important factor in advertising is firm styles of the organi zation. The corporate style is a set color, graphic, verbal, the typographical of the design constant elements providing visual and semantic unity of goods (services), all information proceeding from firm, its internal and external registration. The tourist firm â€Å"Eurasia Tour† developed an own corporate style which allows the consumer quickly and unmistakably to find a firm product, allows firm to bring with smaller expenses to the market the new products and which increases advertising efficiency. Elements of a corporate style are: Trademark; Firm font inscription (logo); Firm block; Firm slogan (slogan); Firm color; â€Å"Eurasia tour† logo which possesses advertising functions and quality assurance function is given below. This logo is put on firm forms, envelopes, prospectuses, booklets, folders, exhibition stands and as are used at outdoor advertising and TV commercial. The Eurasia round logo has a certain coloring: or red with white, or red with blue, or red with the black. Color depends on on what color surface will be the logo is put. Color does a logo more attractive, better memorable. Near a logo it isn’t seldom possible to meet and the firm slogan â€Å"Eurasia – tour†: OPEN UP THE WORLD WITH US!† The firm slogan is always written in the Russian and English languages that gives the chance to use services of firm not only to Russian-speaking  tourists, but also tourists from different corners of the world. So, from the aforesaid it is visible that the tourist firm â€Å"Eurasia tour† actively advances the services by means of different types of marketing strategy. However we considered only separate types of advertising. But, it should be noted that â€Å"Eurasia tour† uses also other types of advertising, such as: audiovisual advertising, handbills, outdoor advertising, post advertising and so on. Conclusion. So, marketing strategy provide not only effective satisfaction of requirements of the market, but also success of the enterprise in competitive fight. Having arisen in the production sphere, marketing rather long time didn’t find the corresponding application in the tourism sphere. However increase of the competition, commercialization of tourist activity resulted in need of the fastest introduction of basic elements of marketing in practice of work of the tourist enterprise. At the same time tourism has the certain features connected with nature of rendered services, forms of sales and so on. Really to use marketing as the reliable instrument of achievement of success in the market, specialists of the tourist enterprises need to seize its methodology and ability to apply it depending on a concrete situation.