Edgar Degas: Six Friends at Dieppe | An Analysis

Edgar Degas: Six Friends at Dieppe | An Analysis This paper discusses Degas’ representation of his circle of friends in reference to heroes and hero worship. For the purposes of the paper, ‘hero’ will be taken to mean ‘characters, that, in the face of adversity, and perhaps from a position of weakness display courage and the will for self-sacrifice’, with hero worship following the generally understood meaning ‘intense admiration for a hero’. The paper will show that Degas viewed his friends as heroes, in that they sacrificed themselves for their work, and that, through his collecting of various works, especially by those of close friends, and his portraits of his close friends, he exhibited ‘hero-worshipping’ towards these friends. The book Edgar Degas: Six Friends at Dieppe, based on a 2005/6 exhibition of the same name at the RISD Museum, looks in detail at Degas’ relationships with his close circle of friends, as portrayed in Degas’ 1885 pastel portrait of the same name. In this work, Degas presents Ludovic Halevy, Daniel Halevy, Jacques-Emil Blanch, Henri Gervex, Walter Sickert, and Albert Boulanger-Cave. The complex, often highly volatile, but always extremely loyal, friendships between these men, and with Degas, are narrated in Degas’ portrait. This is discussed in more detail in the book Edgar Degas: Six Friends at Dieppe, which concludes that Degas had an extremely complex relationship with his friends, and that once he had formed a friendship, Degas was at pains to let this friendship go, whatever the cost. He valued his friendships extremely highly, particularly, it seems, because he saw them as a means of releasing himself to the world, for his own timidity was often restrictive, and it was his relationships with close friends that allowed him to flourish (see Meyers, 2005). Degas formed many strong friendships throughout his life, as we have seen, with Ludovic Halevy ranking amongst the most dear, with loyal friendships with other artists (such as Emile Zola) informing his work, in terms of developing ideas about realism, and the role of painting, for example. Degas’ friendship with Sickert, for example, withstood the test of time, as relayed by Sickert himself in his 1917 article about his friendship with Degas (see Sickert, 1917), which portrays a profound affection for his friend Degas. This friendship is also explored in Robins (1988), which shows that Degas had a deep respect for Sickert, so much so that he introduced Sickert to mutual friends and to his own dealers. Degas’ friendship with Sickert was, however, only one of his many close friendships: he also had deep, and well-documented, friendships with Manet, with Toulouse-Lautrec, and with Emile Zola amongst others. Indeed, it is within the context of these friendships that he cam e to see ‘realism’ in art as the true path that his work should take, as documented in his many letters and through his various works (see, for example, Degas, 2000). Degas’ friendship with Manet is legendary, based on a comradely rivalry, with many ups and downs, forged together through strong artistic bonds, described as ‘(they) used the same models, shared an iconography and indulged in reciprocal quotations’ (see Baumann et al., 1995). The two artists, thus, informed each others works, and, indeed, an explicit connection between Degas’ pastel works and Manet’s Chez le Pere Lathuille has been made (see Meyers, 2005), perhaps suggestive of some form of reciprocal hero worship towards Degas on the part of Manet. However tumultuous their friendship, however, it is perhaps indicative of the depth of Degas’ respect for Manet that Manet’s Ham and Pear were opposite Degas’ bed, so they were the first things he saw in the morning when he awoke (Meyers, 2005). Degas’ portraits of Manet, such as his 1968/9 Portrait of Monsieur and Madame Edouard Manet, often raised trouble between the friends, and indeed, Manet cut Suzanne’s face off of this portrait, in disgust, although it is thought, through analyses of Degas’ writings, that no harm was actually intended, and, indeed, the portrait seemed to have been intended as a genuine compliment to the couple, leading to a temporary split in the friendship (see Baumann et al., 1995). Other portraits, such as the etching Portrait of Edouard Manet completed in 1862/5 shows Degas’ utmost respect for Manet, showing Manet as alert and attentive, reinforcing Degas’ tendency to reveal how he felt about his friends, as artistic heroes, and even perhaps, as personal heroes who saved Degas from the darker sides of his own personality, and from his own personal demons[1]. Degas, the complex artist, with complex interpretations, can thus be argued to have exhibited ‘hero worshipping’ towards his friends, as we have seen, through spending time with them, discussing realism with them, and by taking his time to paint portraits of them. In addition to this, Degas was an avid collector of art, and he avidly collected the work of old masters and contemporaries, with the aim of founding a Museum to house his extensive collection, although his loss of faith in the idea of a Museum, his suicide and the subsequent war-time sale of the collection did not allow for the construction of a Museum to house his collection. As Dumas (2000) and Ives et al. (1998) document, Degas’ personal art collection numbered over 5000 works at the time of his death, including works by masters such as Delacroix and Ingres, but mostly works by his contemporaries, including Manet, Cassatt, Van Gogh and Gauguin. This represents a form of appreciation of their work, an d, indeed, Degas is known to have only collected the best works of each artist, often, as was the case with Cezanne, collecting their work before the artists had attracted a dealer, or had sold their work widely. His dedication to his work as a collector constitutes, in some form, hero worship, as one artist appreciating the heroic efforts of another artists to produce worthy art. Understanding representations of friends of Degas as heroes is therefore a valid way in which to understand Degas’ intense admiration for the work of his contemporaries. Under this understanding, for Degas, collecting and portrait painting was a form of hero worship. References Baumann, F.A. et al., 1995. Degas Portraits: Portraits. Merrell Holberton. Dumas, A., 2000. The Private Collection of Edgar Degas. Yale University Press. Degas, E., 2000. Degas by himself: Drawings, paintings and writings. Little, Brown. Ives, C., Stein, S.A. and Steiner, J.A. (eds.), 1998. The Private Collection of Edgar Degas: a summary catalogue. Harry N. Abrams Inc. Julius, M., 1996. Edgar Degas – obsessive artist, obsessive collector. Contemporary Review August, pp.13-14. Lipton, E., 1988. Looking into Degas: Uneasy Images of Women and Modern Life. Meyers, J., 2005. Impressionist Quartet: the intimate genius of Manet and Morisot, Degas and Cassatt. Harcourt. O’Brien, M. et al., 2005. Edgar Degas: Six Friends at Dieppe. Museum of Art, Rhode Island School of Design. Robins, A.G., 1988. Degas and Sickert: notes on their friendship. The Burlington Magazine 130(1020), pp.198+210-211+225-229. Robins, A.G. and Thomas, R., 2005. Degas, Sickert and Toulouse-Lautrec: London and Paris, 1870-1910. Tate Publishing. Sickert, W., 1917. Degas. The Burlington Magazine for Connoisseurs 31(176), pp.183-187+190-191. Vollard, A., 1986. Degas: an intimate portrait. Dover Publications. Footnotes [1] Nowhere is this better illustrated than in his extremely close relationship with Cassatt. He owned more than ninety of Cassatt’s prints, and aside from painting Cassatt’s portrait, he also produced a series of etchings entitled Mary Cassatt at the Louvre (see Julius, 1996).

Simbio Nichewars

Niche Wars David Scott Smith-3/27/2013 Introduction: This report discusses an experiment to study the relationship between the ecological niche and competition. The hypothesis formulated states that if competition traits are identical and resources are abundant than multiple species will be able to coexist, and if one species has an advantage over the others than this species will be more likely to out compete another species for resources. The objective of this experiment is to use a simulation model of a rabbit pen containing four different â€Å"species† of rabbits.The model establishes rules for each species that are based on a number of important characteristics reflecting their ecological niches and their competitive abilities. These characteristics include how far rabbits can see (to find food), how fast they can hop (to acquire food), how much energy they use each day just to stay alive, how much energy they must accumulate before reproducing, and how much energy they absorb from each type of food they eat. This simulation model is â€Å"parameterized† by assigning values to the variables for the rules.This experiment relates very closely to the competitive exclusion principle sometimes referred to as Gause's Law of competitive exclusion or just Gause's Law, which states that two species that compete for the exact same resources cannot stably coexist. One of the two competitors will always have an ever so slight advantage over the other that leads to extinction of the second competitor in the long run. Methods: In this experiment, there was 4 different rabbit species (black, white, red, brown) that were competing over 1 resource (lettuce).The species had different characteristic settings that could be adjusted in the attempt to have all 4 species coexisting together. These characteristics include how far rabbits can see (to find food), how fast they can hop (to acquire food), how much energy they use each day just to stay alive, how much e nergy they must accumulate before reproducing, and how much energy they absorb from each type of food they eat. Also there was parameter setting determining how much food was grown and the location of the food.The first step of this exercise was determining how competitive exclusion affected the species when a critical resource is limited in the environment. The modification to increase/decrease the amount of lettuce (the limiting resource) available each week was ran 3 different times set on (2,4,8). Next changing the characteristic settings for each species was looked at to determine what would account for the best coexistence to exist. The white species energy level for black rabbits was changed to 4. The black rabbit’s energy level for white was also changed to 4.The brown rabbit’s energy level for red rabbits was changed to 4. The red rabbit’s energy level for brown rabbits was also changed to 4. By making certain rabbits predators on other rabbits it allow s for 2 species to coexist with one another once the preyed upon species went extinct. The amount of lettuce per week was also doubled than tripled and finally quadrupled to see how this change affected the species. Results/Discussion: Changing the species characteristic settings allowed for 2 species to coexist with one another but that is the best I could achieve.When using the predation characteristic it helped the species stay near their carrying capacity which allowed them to be able to coexist. The predation characteristic is highly likely in nature and is most likely one of the key factors contributing to the selection of certain habitats and niches. When competition traits were all identical and resources were increased to be abundant than multiple species were not able to coexist and most went extinct because they over shot their carrying capacities which disproved part of the initial hypothesis.When all four species were biologically identical, it was impossible to correct ly predict which species would survive competition but when one or two species were given an advantage you could predict which species would survive the longest. Conclusion: Different characteristics of species allows for the types of niches that can be occupied and whether or not they can be coexisted for example a food specialist will have anatomical and physiological adaptations that allow it to acquire and extract energy and nutrients from one food source extremely well, but will be at a disadvantage if that food source runs low.A food generalist may not acquire as much energy from the specialist’s preferred food, but will be able to make up for that by consuming other kinds of food. We can easily envision circumstances in which either species might outcompete the other. To achieve coexistence of species the carrying capacities of certain species must not be overshot and remain constant.

Recommendation for Starbucks Coffee Company Essay

INTRODUCTION The purpose of this report is to conduct market analysis and recommend appropriate marketing strategies for Starbucks Coffee. In the report, we will first look into Starbucks’s goal, its product and markets. Then we will look into the key actions and decisions that lead to the success of the company. After that, we will discuss the issues that Starbucks is facing in this competitive global market. For each strategic issue, appropriate marketing recommendations for the company are made respectively. BACKGROUND AND SITUATION ANALYSIS Starbucks Coffee starts in 1971 with a single store in Seattle’s Pike Place Market. Today, they are privileged to welcome nearly 35 million customers on a weekly basis, in more than 12,000 stores around the world. (www.starbucks.com) Starbucks’s goal is to become the leading retailer and brand of coffee in each of its target markets by selling the finest quality coffee and related products and by providing each customer a unique â€Å"Starbucks Experience†. â€Å"Starbucks Experience† is a third place after home and work with superior customer service, clean and well maintained retail stores which reflect the personalities of the communities in which they operate. Starbucks strategy for expanding its retail business is to increase its market share mainly by opening additional stores in existing markets and to open stores in new markets. In support of this strategy, Starbucks opened 1,040 new company operated stores in fiscal 2006. (www.starbucks.com) During fiscal 2006, Starbucks Coffee Company operated retail stores accounted for 85% of total net revenues. (Starbucks Annual Report 2006) In addition to company operated stores, Starbucks works with certain carefully chosen  business to operate licensed stores in various places. Its strategy is to reach customers where they work, travel, shop and dine by establishing relationship with people that share the Company’s values and commitment to quality. These relationships take various forms, including licensing arrangements, foodservice accounts and other initiatives related to the Company’s business. Licensed and Foodservice stores can be found on college campuses. Customers can enjoy their Starbucks in select supermarkets, hotels and military bases throughout foodservice venues around the world. During fiscal 2006, specialty revenues accounted for 15% of total net revenues. (Starbucks Annual Report 2006) Starbucks also recently has strategically sold coffee and tea products through other channels such as supermarkets, or non-traditional retail channels such as United Airlines, Marriott International, Holland-American Cruise Line, and Department Stores. MARKET ANALYSIS To achieving growth and making profits, Starbucks started to go international since 1996. International connections can build a strong foreign presence which helps to increase brand recognition and also increase the domestic business. The more stores Starbucks has around the world, the more loyalty and familiarity can be built among its existing and potential customers. The following are the macro environmental variables which are likely to impact Starbucks when going international:- _GEOGRAPHICAL FACTORS_ Starbucks has carefully analyzed various strategies for the placement of its stores. They have developed cost-saving options for these stores to meet the need to adapt to each geographic region. They also need to consider the tastes and preferences of each area. For example, customers in New Orleans prefer their bagels toasted and those in Atlanta require more seating for a â€Å"social† coffee break. _DEMOGRAPHICAL FACTORS_ Starbucks begin in US, which is the sector we are examining for demographics. As of July 2005, the population of the U.S. was estimated at 295,734,134 (CIA World Factbook). Population facts are important to Starbucks because they can give Starbucks valuable statistics, such as US population base per Starbucks store. People ages 15-64 make up the largest percentage of the population (67%), and therefore will have greater control of the market than any other sector (CIA World Factbook). This implies that the most important target market for Starbucks are people within this age group. The two largest ethnic groups in the U.S. are white 81.7%, black 12.9% and Asian 4.2%. (CIA World Factbook) The ethnic background is important to a company because it influences tastes, trends, perceptions, values and beliefs of an individual. _ECONOMICAL FACTORS_ Estimated GDP in 2004 was $11.75 trillion. GDP real growth rate was 4.4% (CIA World Factbook). The growth rate of GDP suggests that the economy is growing, and therefore there is opportunity for Starbucks to expand business. A very large per capita purchasing power parity of $40,100 suggests that Americans have the opportunity to buy specialty coffee drinks from an expensive, quality-intensive organization such as Starbucks (CIA World Factbook). _3.4 TECHNOLOGICAL FACTORS_ Strategic issues that will challenge Starbucks in the future are related to their tight control and lack of flexibility, organizational structure, and diversification. First, Starbucks is vertically integrated as they buy and roast the beans, ship them to the stores, produce, and sell the coffee. They may face difficulties or have to raise the price of their coffee if the cost of raw beans increases, or there is a decrease in available labor. The second issue is that they are centralized around controlling all steps of the distribution process, entering into joint ventures which may lead to quality control issues in locations. Another issue is the ability for growth. Starbucks will continue to grow in their core business, but the more they spread into international and joint ventures they will face increased quality control problems. _3.5 POLITICAL AND LEGAL FACTORS_ The Los Angeles city council was considering an ordinance that would require licensing of coffeehouses open past midnight. This demonstrates how government exertion can prove unprofitable for the business. Furthermore, anti-trust laws might prevent Starbucks from future expansions, since the company is not owned locally as with other franchisers. Other human-rights activists or organizations can potentially voice their concerns about the business’s process, such as how the leaflets concerning under-paid Guatemalan eventually forces Starbucks to establish several codes for treatments of its foreign subcontractors. _SOCIAL CULTURAL FACTORS_ Nationalism and cultural differences may result in recurrent problems on resource availability, product quality consistency and costs, which effect adversely to foreign operations. For instance, due to its population and potential of growth, China represents a grate opportunity of market. In the past, coffee was considered as a Western bourgeois commodity in China and people are used to have tea instead. Coffee doesn’t go well with Chinese food and culture as well. Until recently, the market research shows the country’s coffee drinking has doubled in the past four years. (www.marketwatch.com/news) Nevertheless, it still only amounts to about one cup per person per annum and the brand typically is instant Nescafe. Starbucks strives to create a unique culture with a passionate interest in changing a simple commodity into an addictive gourmet delicacy and meet  individual market wants and needs without compromising Starbucks’s brand image and culture of the company. STRATEGY RECOMMENDATIONS Starbucks’s competence in the style of stores and creative coffee drinks has propelled it to the front among coffee retailers. Starbucks is not just stands for a cup of fresh and nice coffee. Starbucks is about the passion for the soul of people, quality product, excellent customer service and the experience and understanding of the culture of coffee. In the following paragraphs, we are going to analysis the 4Ps (i.e. Product, Price, Place and Promotion) of Starbucks, followed by appropriate marketing strategic recommendations. _PRODUCT_ Premium Product Strategy Starbucks has been committed to sourcing the highest quality coffees around the world. It only purchases coffees that have been grown and processed by suppliers who meet strict environmental, social, economic, and quality standards. Starbucks is well-known for its exceptionally high quality coffees, care in selection, and expertise in roast (www.starbucks.com). Broad Product Differentiation Depending upon competence and innovation, Starbucks establishes its long lasting and profitable competitive advantages by broadly differentiating its coffee and coffee related products. Brand Image Starbucks combines its merchandizing strategy with its marketing programs to create and reinforce a distinctive brand image for its coffees. The company’s brand image strategy is reflected in its product mix, producing,  and sales and educational materials. What Starbucks stands for is a good cup of fresh coffee and the recognized brand worldwide. Recommendations: It is undeniable that Starbucks has a competitive advantage when it comes to quality, especially when compared to other generic coffee commodity. However, in terms of convenience, despite arduous efforts to establish Starbucks at every corner, there are still more supermarkets than there are Starbucks bars. Realizing the potential for this convenience sector of the coffee market, Starbucks should actively pursuing substitutes that compete in these areas, for example a pre-packaged drinks or offer tea in its shops as a preemptive measure to fight off any teahouse looking to steal away the coffee drinkers. Sometime Asia can be mistakenly seen as one culture by outsiders. It can be true somehow, yet to be successful in the region. The countries in Asia are totally different when it comes to culture, value, religion, tastes etc. Many Asians prefer for tea especially in China, a county of devoted tea drinkers who do not take readily to the taste of coffee. Starbucks should set different strategies and approaches for each market to make Starbucks’s experience to be part of the culture. To meet local tastes or preferences, Starbucks can act local, for example, by introducing alcoholic beverage fro special happy hour set in some countries or region. Traditionally Korea and China are huge alcohol consuming culture as well as coffee. High margin of beer, wine or cocktail may help Strarbucks match local tastes and preferences, most importantly, can boost its revenue. _PLACE_ Site Selection Starbucks stores are normally gathered in high-traffic, high visibility locations. It takes more than just location to be successful. Attracting  customers to Starbucks happens by providing high quality coffee and creating inviting, comfortable places that are conveniently located. These places should be those that add to the spirit of each community. Store Expansion Starbucks expands its stores by entering new markets wherever the opportunity exists to become the leading specialty coffee retailer. By the year 2006, its current location totals 12,440 worldwide (www.starbucks.com) Recommendation From past experiences, customer loyalties cannot be stretched or transferred to a new product or channel in a short time. Starbucks should expect a gradually change on its customers’ purchasing power and habits. Eventually, the Internet may reconfigure how customers think of mass-market brands. But that shift will take years to unfold and company leaders need to manager the transition with great skills. Therefore, Starbucks needs to make some change on its current e-commerce strategy. First, it may add more value to its value chain by expending its website function as a communication tool to link its stakeholders such as customers, suppliers, management and employees. Second, consolidate the public relation function. Starbucks.com is not only a window for online business, but also a window for building the company’s image and reputation. Third, keep online business on core products but maintain the products diversification as a long-term strategy, and implement it by gradually introducing new products one at a time. Last, to strategic ally with .com companies to expend its selling channels. Starbucks can setup online chat room to facilitate communication among its stakeholders. It may also create free email accounts to further spread its fame and consolidate customers’ loyalty. In addition, it can gradually add indirect coffee related products into its online sales collection, such as coffee machine. It may also want to introduce some online coffee tour package to provide cheap travel tours or hotel accommodation. In order to increase sales, Starbucks may also ally with .com companies to promote its  products. For example, to sign a sell contract with yahoo.com to carry Starbucks’ products. _PROMOTION_ Starbucks doesn’t have much conventional advertising because it found that there is too much competition for consumers’ attention in TV, radio and print media. Starbucks usually picks one or two charities or events that reach the community it serves. This will inspire people inside and outside the company and reinforce the company’s value and image. Starbucks integrates its corporate culture with its surroundings. At all levels of the Company, Starbucks partners strive to be good neighbors and active contributors in the communities where they live and work. It’s part of the Starbucks culture. It is the goal of Starbucks to involve partners as decision-makers, volunteers, and leaders in the initiatives they support. Recommendation To be a real global company, Starbucks can participate in or support local events, helping education in developing countries or community activities so that it can enhance its public relationship with those international markets. In most Asian markets, once it is perceived as a true partner or caretaker, its growth strategy might work just as in US market. _PRICE_ Best value offering By pricing its coffee competitively with the prevailing high-end coffee prices, Starbucks represents an attractive combination of price, features, high quality, good service and other attributes customers find attractive. Recommendation The fact that Starbucks prides itself in customer service, providing the â€Å"Starbucks experience† for the customer, means that the business is mainly customer-oriented, and thus translates to a strong customer’s power. Nonetheless, the greater the importance of the product’s quality or services to the customers, as is the case with coffees, there is little extent to the buyers’ price sensitivity. This indicates that as long as Starbucks maintains quality products and superb customer-service, individual consumers are unlikely to be able to exert their buying powers. Therefore, it’s good for Starbucks to maintain its prevailing high-end coffee prices. CONCLUSION It is no doubt that Starbucks is one of the most successful company in the world. They used a simply strategy, â€Å"connecting links between treating employees with dignity and respect and producing a good product and services.† That was the major factors that differentiate Starbucks from others and bring the successful to Starbucks. The future of Starbucks, which is in a fast-growth phase, is apparently to be successful and promising. However, those keys of success may not be applicable to tomorrow’s environment and in global market. Defending and growing a competitive position requires firmly built strategies based on its unique, valuable and leading capabilities and resources, rather than the products and services themselves, proactively responding to ever changing internal and eternal environment to keep fending off its competitors. Although currently there are no formidable competitors for Starbucks leadership in both international and domestic markets, it should not take it for granted for good. Tomorrow’s destiny of Starbucks should depend on its strategic capability to preserve and sustain its strengths, offset weaknesses, avoid threats and capitalize on opportunities. If Starbucks would correctly identify and deal with the issues under current and near future circumstances, it could remain excited about further growth and continues to be prosperous. List of References http://www.starbucks.com/aboutus/investor.asp http://geography.about.com/library/cia/blcusa.htm (CIA World Factbook) http://www.marketwatch.com/news Sandhusen, Richard, 1994, Global Marketing, Hauppauge, New York. Cateora, Philip R., 1996, International Marketing, Irwin, Chicago. Peter J. Buckley, Fred Burton and Hafiz Mirza, 1998, The Strategy and organization of international business, Macmillan Press, New York. Masaaki Kotabe, Kristiaan Helsen, 1998, Global marketing management, John Wiley, New York. Bryan Lowes, Christopher Pass and Stuart Sanderson, 1994, Companies and markets, Oxford, UK. Starbucks Annual Report 2006 (2006). Starbucks Annual Report. Seattle,WA., Starbucks Coffee Company.

Bullying in the Work Environment Essay - 628 Words

The workforce is diminishing because of the economy. Factories have been moving out of Ohio limits causing major problems. As a result employers are forced to introduce LEAN onto the work floor. After all, work is work not a vacation in paradise. This is causing twice the work load on the employees, which is causing stress and pressure at the work station. The employers are allowing bullying as part of the normal work environment, because they feel it motivates the employee’s to do their best on their jobs. The perpetrators claims that they are the victim, not the one that does the bullying. Most bullying cases is related to poor management skills, and lack of self-confidence. Harassment is escalating into bullying among the employees,†¦show more content†¦Ã¢â‚¬Å"Bullying creates an emotional corrosive environment that makes doing work difficult† (Garner, S., Pamela, R. J.). â€Å"Workplace bullies create a tremendous liability for the employer by causing stre ss-related health and safety problems, driving good employees out of the organization† (Therein, E, 2000). The problem arises as a child on the playground at school with poor parenting skills. Parents tend to ignore it and when all grown up as an adult they tend to lead the same path of bullying. â€Å"Research shows about a third of all kids have been perpetrators or victims of bullying, and that child bullies often grow up to be violent adults, said Clarke. Bully victims, who have been bullied themselves (especially by parents)† (Adams, S.). According to Adams the research showed seven kinds of victims, which are as follows: 1. Victims who are simply in the wrong place at the wrong time. 2. Those who intentionally provoke antagonism by teasing and taunting. 3. Those who take on the role of a victim to gain acceptance. 4. People with low self-esteem or who have trouble making friends. 5. 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