Krispy Kreme Objectives

Krispy Kreme Objectives Krispy Kreme is a famous chain of donut and coffee store all around the world. In 1937, Vernon Rudolph founded Krispy Kreme in Winston-Salem. Since then Krispy Kremes mission has been to provide the best service and highest-quality products to customers. At first, Vernon Rudolph started his business by selling donut to other stores. But in 1938, he opened the first Krispy Kreme store in Winston-Salem and began to sell donuts to customers. Today, Krispy Kreme grows rapidly in international business with the opening of a lot of stores in Australia, United Kingdom, Asia and Middle Eastà ¢Ã¢â€š ¬Ã‚ ¦ not to mention its franchise expansions. In this case, we will discuss about Krispy Kreme strategies, the reason why Krispy Kreme need to revamp its own strategy plans as well as the environmental factor that influence the company. PART II Objective Case Question 1 Explain Krispy Kremes strategic and operational plans. Every business needs a strategy or at least an operational plan in order to grow and make more profits. Strategy is a plan for achieving objectives and following the mission statements. Strategic planning includes three planning level: corporate, business and functional. In this case study, we will discuss about the expansion of Krispy Kreme Doughnuts. Since going public, Krispy Kreame has been a standout in America with more 300 stores in 44 states and expensed to other country such as Canada, UK, Mexico, Australia, Japanà ¢Ã¢â€š ¬Ã‚ ¦Ã‚  [1]  This growth can be considered as both opportunity and threat. This is the opportunity of expansion: in the final quarter of the year 2003, worldwide sales of Krispy Kreme doughnuts increased nearly 29% to 251.1 million dollar. Company revenue, which includes sales from company stores, franchise fees and other operations rose more than 31% to 169.6 million dollar  [2]  . Even thought this expansion brought profits to the company, Krispy Kreme has downturn. One of the reasons is they opened too many stores in too little time and ship their doughnuts to a grocery stores everywhere and anywhere, diluted the appeal of its core product-The Original Glazed. When they sold their doughnuts to a grocery store, th ey would lose two important factors. First, the quality is not originally good as when you eat them right as they come off conveyor belt at the retail store. Second, customers are too familiar with watching the doughnuts being made adds to magic of the product  [3]  . Krispy Kreme is also lack of advertising of their products and very weak menu. Another problem at Krispy Kreme is about franchises. The Krispy Kreme craze in the early 2000s drove millions of customers to stores, waiting in line for the cherished fresh glazed delicacies. As the result, the number of Krispy Kreme franchises increased very fast trying to enter the market. A new store may offer additional revenue to the home office, but the overall result is less profit for each individual store owner. For example, between 2003 and 2004, second quarter revenues increased by 15%, but same store revenues had only increased by 1 percent  [4]  . Beside doughnut, Krispy Kreme has been expanded into coffee business with the acquisition of Digital Java Inc. a coffee company in 2002. This acquisition met some strategic including eagerly wish for provide a coffee experience for customers, as well as companys integration. The idea for selling coffee is wonderful, if the Krispy Kreme was consistent in its actions. Maybe there should be fewer stores with more ambitions put into them. Krispy Kreme could be a main competitor of Dunkin Doughnut with more chances to win customers back. PART III Objective question 2 Why is Krispy Kreme facing the need to revamp its strategic plans? Obviously, Krispy Kremes strategic plan is to make money, just like all business in the world. But having a wrong strategic plan can terminate the business and that why we will find out the reason that Krispy Kreme is facing the need to revamp its strategic plans. One of the major competitors of Krispy Kreme is Dunkin Doughnut. In Dunkin Doughnut, managers everywhere continued to plod along, making the doughnuts and selling coffee. Someone even named it better than Starbuck  [5]  and actually more than haft of revenues of Dunkin comes from coffee business. People love Dunkin more than Krispy Kreme not only because delicious donuts but also its the rest of menu. So this is the one reason for Krispy to revamp its strategic plans, to expanse in their menu. Otherwise, they will lose their customers. Other reason for revamping strategic plans is about customers. In Australia, Krispy Kreme has 50 stores for 21 million people. Krispy Kreme failed to understand that in this country they needed to operate as a specialty retailer. People would travel to the store to buy a dozen of doughnuts. Sometime they travel by airplane just to buy a big bag of Krispy Kreme doughnuts. It suggested that the brand had a very strong novelty value in Australia. But how sustainable this level of demand really was? Selling them by dozen is not appropriate for individual customer and customers cannot have differenced brand experience or amazing product. PART IV Objective question 3 Was Krispy Kremes performance affected by the low-carb diets that were popular? Explain. In the face of growing consumer distaste for high-carb foods like bread and pasta, Krispy Kreme cut its full-year earnings forecast by 10 percent and said it would shut down or sell off operations of  Montana Mills Bread Co., a gourmet bread and pastry chain it bought last year .The low-carb diets are not affected too much to the company because in USA just 6 or 7 million people are on low-carb diet and most of American dont change the way their eat. The low-carb fad is certainly having an impact but there are a number of other things, such as its rapid store expansion and the low productivity in its new stores. The company has become increasingly dependent on selling doughnuts in grocery stores and other retailers. Dunkin Donuts may also be a problem for Krispy Kreme. Dunkin Donuts, which touts the quality of its coffee, sells a more diverse line of breakfast foods than Krispy Kreme, with bagels, muffins and breakfast sandwiches in addition to its own doughnuts. PART V Objective question 4 Which management function is the focus of this case? (Chapter 1) In this case, Planning is the main function of management. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources.  [6]   In the 1990s, Krispy Kreme grew rapidly to the national phenomenon with 366 stores in 44 states  [7]  all for selling doughnuts. This business strategy soon ran to the problem and downturn because they had too many stores to control, lack of advertising, cost increased in ingredient and franchises problem. In order to recovery from the crisis, Krispy Kreme have been deployed some strategic planning included add variable choices to its menu, advertising on TV and radio, produce healthier products and try to develop based on its own strength. Krispy Kreme become famous because of its signature Original Glazed Doughnut and the company try to take the advantage on that when they selling Glazed Doughnut only by a dozen. They know people loving it. But if they dont do something, they will lose their customers. The writer comment is Krispy Kreme should close unprofitable store as well as diversify and expand in product mix. Krispy Kreme potential still very big, they can win their custo mer back if they change their strategy into right path. PART VI Objective question 5 To which environmental factor did Krispy Kreme attribute its problems, and to which environmental factor did analyst attribute the problems? (Chapter 2) The environmental factors that influence Krispy Kreme included customers, competitors, technologies and its structure. Krispy Kreme is a major competitor in restaurant industry, well-known for its doughnuts. But by 2006, Krispy Kremes net loss was about $135.8 million and in 2007 it had cut back to 299 stores compared to 366 stores in 1990s. Krispy Kreme attribute the problems were low-carbohydrate and low-fat diets. A diet is external environment problem that still effect to Krispy Kreme today. Krispy Kremes core product Original Glazed doughnuts unfortunately is very high-carbohydrate, reverse with customers demand of low-carb food. Even Krispy Kreme can see the problem about low-carb foods, they cannot change their technology to make healthier doughnuts because if they do that, their doughnuts wont have original taste anymore and can hurt their business even further. But that is what Krispy Kreme said. Besides that, there is more than one problem about Krispy Kreme. The analyst stated that Krispy Kreme have grown too fast but also low productivity in its new stores, too reliance to franchisors and grocery stores when Krispy Kreme only own 108 stores in 300 stores of Krispy Kreme. Another problem is since this is perfect competition market, there is no significant barrier to enter the market, Krispy Kreme faces with considerable competition from small and large  companies, especially Dunkin Donuts. They compete very hard in quality as well as price. PART VII Conclusion Inclusion, every company sometime make a mistake in their strategies, what important is they can recovery and get experience through that mistake so that they wont repeat that mistake. The Ex-Chief Executive Officer Daryl Brewster have done that by increased advertisements, expanded the product line. The new CEO James Morgan is bringing profits back to Krispy Kreme when revenues for Winston-Salem Krispy Kreme doughnuts rose by 6.3% to $87.9 million in its fiscal second quarter and net income rose to $2.2 million from a loss of $157.000 compared to a year ago  [8]  . Although Krispy Kreme is not as profitable as the old time, managers of Krispy Kreme are trying their best to revive the company. Avoid expanding too fast again, grow slowly, learn something from their competitors and especially listen to the customers are some of recommendations. By realize the problem and step-by-step begin to implement the right solutions, the Krispy  Kreme Doughnuts, Inc. can once again thrive in todays restaurant industry markets.

Nordstrom SWOT Essay

Representing people with disabilities in their catalogs since 1997, which is rare. This is a strength because it represents all customers of Nordstrom, not leaving out certain groups because of industry ‘norms’. This speaks volumes to all customers that Nordstrom recognizes them as individuals, but also, as O’Connell mentioned in an interview, â€Å"people with disabilities represent a significant marketing opportunity with $225 billion in discretionary income†¦ and companies that understand this will have a competitive advantage.† Has a customer first attitude to differentiate Nordstrom from other high-end retailers and department stores and build customer loyalty. They are in a highly competitive market involving high fashion, quality items at a premium price, but their service is what drives their business in. They invest in high quality staff, greet customers by name, write personal thank you notes, make follow up calls about satisfaction with prod ucts, have large well lit stores and fitting rooms, have a price match system, as well as a very lenient no questions return policy, all combined to keep their customers as satisfied as they can. Find a study that talks about service driving in customers, customer surveys, reports, etc. Nordstrom has different brands and product lines to reach different market segments and keep up with trends. These include: Rack, Haute Look, Treasure & Bond, and Trunk Club. This offers mid price markets opportunities to join with regular high price markets, online exclusive shoppers to join the Nordstrom network and fashions, appeal to â€Å"give-back† shoppers, and gives men a new online shopping experienced linked to the perks of Nordstrom’s inventories and in store tailors. This is a strength of the company because it creates a larger customer base to represent and build markets in, allowing the company growth in a variety of areas that competitors are not hitting. Compared to retail apparel competitors, â€Å"Nordstrom Inc. reported Total Revenue increase in the 2 quarter 2014 by 6.13 % year on year. The sales growth was above Nordstrom Inc.’s competitors average re venue growth of 0.99 %, recorded in the same quarter. With net margin of 5.4 % company  achieved higher profitability than its competitors.†   The Nordstrom Brand name and size are also strengths of the company. The Nordstrom brand has been around long enough to build relationships with suppliers and attain exclusive brands to carry, and establish lines of distribution, which puts them above new entrants because it is difficult to gain licensing for exclusive brands when you are not already established as well as establish your distribution system. They also have a size advantage having 118 original Nordstrom stores, 162 Nordstrom Rack locations, 2 Jeffrey boutiques, 1 clearance store and they also reach customers online in 96 countries through Nordstrom.com and reaching customers online through HauteLook and NordstromRack.com as well. The high brand awareness, and availability is what competes in department and apparel retail. The company carries unique products; exceptional, high quality brands that are not going to be found at discount retailers to create the exclusive feel for customers. They also new experiences an d brands within the company through their Spa and Restaurants within some of the Nordstrom front-line stores. These differentiate Nordstrom from direct competitors, but also from restaurants competition by using quality, sustainability, and responsibility as their guide to the best experience. (http://wwwiebe.com/nordstrom-customer-service-first/) Find article about competitors with restaurants and spas, and how this makes a difference compared to their revenues and restaurants too. Has established online presence in 96 countries and built network through their multiple websites for each store brand, built their own app to shop from your phone, and gotten involved in social media, more specifically Instagram with their â€Å"Instalog† while keeping all of this integrated with their mortar stores. They also understand that â€Å"when you stop evolving with your customer, you die,† as Jamie Nordstrom, president of stores, has said. They are building fulfillment centers to accommodate online shopping more quickly, use RFID chips to keep their perpetual inventory system for stores and online to share, and invested more into online growth than brick and mortar stores,  knowing that this is where their growth is coming from. â€Å"Over the next several years Nordstrom expects to derive half of its sales from the Rack and from its online units, versus 38 percent today,† and that’s because â€Å"the U.S. Commerce Department estimates that electronic commerce amounted to 6.2 percent of total retail sales in the first quarter of 2014.† Analysts have also been saying Nordstrom has thrived compared to competitors because it is a pioneer in perks like free shipping and also having the unique diversity of products online. Their expansion into Canada this year also gives them an advantage against competitors who have not branched out internationally yet. This opens their market up to Calgary shoppers, Canada’s strong economy, an area underserved of luxury items, shoppers who are familiar with the brand, and expectation to grow to a total of 5 Canadian stores within 2 years. If their expansion continues in a positive way like their first opening, they will continue to have this s trength over their competitors. Weaknesses: Because Nordstrom focuses mainly on their customer service and does price matching on their items, they are at risk to be directly affected by price fluctuations and economic trends. The fluctuations in the market are out of Nordstrom’s control, but their choice of pricing strategy to match prices are internal choices that they are choosing to be vulnerable to. If they don’t want this as a weakness they would try to reinvent their pricing strategy to keep competitive pricing without matching competition because that is directly relative to the market. Offering free shipping does improve their customer loyalty, but it also comes with a high cost for the company. This is a weakness because they internally chose to make this sacrifice for the greater good of the company and take the hit on spending, but is hard to measure the direct effects of customer loyalty because of  free shipping. Nordstrom has the opportunity to invest more into their credit business because many of their competitors have more resources in this area giving them an advantage. Their competition is external but the choice to not invest highly in their credit business is a weakness of Nordstrom. The company would have to look into how they allocate their resources to see if there is room to invest additionally into this sector of business and if it would bring sufficient benefit to them. Opportunities: Already reaching 96 countries with their online retailing, Nordstrom continues to have room for growth in this area. New technology is keeping the market on their toes with ideas to expand and take advantage sooner than competitors, which is why Nordstrom is spending to grow fulfillment of network for direct sales channels to make delivery faster, and improve mobile app and in store personalized experience. They already have an app that was revealed earlier this year, Instagram, and multiple online stores with Nordstrom.com, NordstromRack.com and HauteLook.com, with plans to introduce Canadian Nordstrom Rack soon. The company plans to invest $150 million into its’ online retailing. They plan to hire up to 400 people for their e-commerce group, including Kirk Beardsley, the former director of business development at Amazon. Their acquisition of HauteLook changed their ecommerce capabilities, and they continue to look for integration opportunities to grow expansion further. They need to continually understand new markets such as the discount merchandising market, which they have recently made their footprint grow Rack sales by 20% in the first quarter of the year, compared to comparable stores that only grew 6.4%. The reason their growth opportunities online and in different markets remain an opportunity is because technology, online trends, and consumer preferences are always changing. They need to continue to stay on their toes with the online retail market since growth is higher than physical stores currently. Currently Nordstrom is â€Å"developing a strategy to secure their supply  chain in a resource constrained world will enable them to leverage their customer service brand image† by investing in recycling, transportation, paper and packaging, energy, water, human rights, organic food, and community support. They have the opportunity to continue this path of enhancing social and environmental sustainability, corporate social responsibility, and supply chain management to appeal to environmental supporting markets. The Canada debut of stores is their first branch into international markets, which says the company is in a stable enough spot to take on these new complex roles in the market. They have a good economy with a high median family income at $90,000 in the areas they plan to continue growth in. According to government data, this is the highest in metropolitan areas in Canada, giving the company the opportunity to expand and capture their market. There are not current plans to expand beyond Canada, but if they succeed there then that again leaves open an entire new box of options for the company to move overseas. Nordstrom will also be opening up Nordstrom Rack locations in Canada once they accomplish their mission with front-line stores, opening up opportunities to reach the middle class Canadian consumers who want designer brands at a bargain. Continuing to be an innovative brand will be an opportunity for Nordstrom to take advantage of. They launched their â€Å"first time private-lab el brand that will give 5 percent of its earnings to Girls Inc. and other nonprofits that seek to empower women and young girls. The move comes amid the increasing popularity of â€Å"give-back† fashion.† The charitable boutique Nordstrom opened in New York’s SoHo neighborhood in 2011, Treasure&Bond, will be available at 86 stores around the country and online as well to promote their â€Å"give-back† persona. There will be constant opportunity to follow trends and compete in the market with things such as these, and Nordstrom has the opportunity to continue its’ successful planning to meet them and conquer.   Disposable incomes in the US are rising, for instance June 2014 were at an all time high at 13021.20 billion versus the previous month at 12969.70 billion. What this means for Nordstrom and all retailers is that spending will begin/continue to increase and they need to be the brand/company that captures those sales. Their expansion, online presence, and quality need to continue to improve, and there marketing strategy relying heavily on word of mouth may need re-evaluation to determine if this is the best way to promote the brand while maintaining their high image.   Sales per square foot vary company to company and your ability to stock, merchandise, and turnover quicker than your competitor is an opportunity to capitalize on. Maintaining highest sales per square foot is a competitive tool in the retail industry and in 2013 Nordstrom had the highest sales per square foot at $400 in comparison to direct competitors Macy’s at $173 and Saks Fifth Ave at $350. Their ability to stock more into a space and turnover that merchandise faster than competition is a strength of Nordstrom in the external market. Threats: The department store and apparel industries are highly competitive, with direct competitors of Nordstrom being: Bloomingdale’s, Macy’s, Dillard’s, Saks Fifth Ave, and Neiman Marcus. As consumer preference continues to shift, and incomes continue to rise the market will only continue to be more and more competitive, leveraging many opportunities for each company. There is also a lot of indirect competition of Nordstrom including food service, spas, boutiques, discount retailers, online retailers, and specialty stores. This creates significant competitive areas and factors in position including their customer service, unique fashion trends, selection, quality, environment, location, and convenience. Further threats for the company to consider while making decisions also include plans for growth, market share, pricing, supply chains, brand image and much more. There is also indirect competition for Nordstrom’s credit business like banks, credit card companies , and other stores that offer a store card such as JCP, Saks,  Dillard’s, Macy’s and Dillard’s. Because some of the competitors in this area have more financial marketing and resources to dedicate to their credit business, it makes it a huge threat to Nordstrom The economy will continue to be a threat not only in the US but also in their new Canadian expansion. The US economy and Americans spending is going up, as listed in the opportunities column, but because the past decade has been rough its effects may still linger and possibly shift into Canada’s economy as well. The threat of an economic downturn is something that all businesses face though, so to be safe Nordstrom should continually set realistic expectations and plans for what they would do in that situation. Price changes and increasing costs also threaten Nordstrom’s supply chain of designer and high-end brands. Because of the global climate changes and shortages in resources, the market for material, labor, and transportation are not as stable. This threatens Nordstrom because higher costs for them are not good if they’re not producing higher sales or profits, and the environmental effects on their business is completely out of their control. Online expansio n of all retailers especially a dominator like Amazon has put up many obstacles for Nordstrom. It is difficult and expensive to constantly and quickly transition to new technological changes. Nordstrom is threatened by these changes to see if it can successfully invest and continually update to the markets demands. Their repositioning online and through social media with the wave of technology seems to be going well so far, but time will tell if they are able to continue on top or if they will fall behind the industry. In Canadian market they just entered there is a battle for the luxury market, which is not sufficiently claimed yet. Hudson’s Bay Company has Canadian roots and just bought Saks, with plans to move them up to Canada as well. This will harshly threaten Nordstrom’s pull on luxury market share in Canada. There is  also the 177-year-old brand Holt Renfrew that announced expansion in its Calgary luxury store, which is in the same place as the first Canadian Nordstrom. This is again a direct threat to their business in Canada and how their expansion will determine if they can grab and hold onto market share. There are also not many to choose from talent wise in Canada because the luxury market is not prominent so there is little experience to find. There is also a higher average wage in the area they are stationed because of the oil-fueled jobs in the Calgary area, so they will have higher labor costs demanded as well. References: http://seattletimes.com/html/businesstechnology/2024579800_nordstromcanadaxml.html?cmpid=2628 https://itunes.apple.com/us/app/nordstrom/id474349412?mt=8 http://www.luxurydaily.com/nordstrom-integrates-instagram-to-create-shopping-experience/ http://www.santacruzsentinel.com/business/ci_26254983/models-disabilities-star-nordstrom-catalog http://wwwiebe.com/nordstrom-customer-service-first/ http://seattletimes.com/html/businesstechnology/2024313399_nordstromearningsxml.html http://seattletimes.com/html/businesstechnology/2024291908_nordstromstorexml.html http://www.internetretailer.com/2014/05/19/nordstrom-invests-heavily-e-commerce http://callisto.ggsrv.com/imgsrv/FastFetch/UBER1/306343_GDRT31838FSA

Mythological Hero Comparison Essay

Ancient and Modern Super Heroes Hero myths are the best-known mythological stories because they involve colossal characters that are easily recognizable. In ancient Greece heroes such as Homer’s Odysseus, Apollo, and Achilles are â€Å"super heroes.† In modern day literature and pop culture mythological characters like those found in comic books are the equivalent. Super heroes and their stories involve characters that put themselves in harm’s way to protect something or someone else. Whether it is ancient Greek mythology one is studying or modern day comic book characters, the theme, and meaning are the same. In other words, â€Å"the story they tell belongs to us all† (Powell, 1990, p. 8). A modern day super hero who protects his society while maintaining a tremendous persona is Batman, created by Bill Finger in 1940. Batman does not possess the typical deity powers of ancient hero mythological characters, but he does embark on a quest to save Gotham City from crime and corruption whil e exhibiting characteristics common in his mythological hero counterparts. Like Homer’s Odysseus, Batman exudes mythological deity characteristics, including strength, courage, and selflessness. Batman is today what Homer’s Odysseus is to ancient Greece. He embodies what mythological characters stand for during the times of ancient Greece, â€Å"but stand for something more, something that crosses boundaries† (Rohac, n.d., p. 1). He also lives in Gotham City, which is a place any person can see him or herself living in, which helps to reinforce the mythological idea behind the super hero. In afterlife mythology, when Odysseus visits the Land of the Dead, he does so exuding his heroic quality of strength. Like Batman, Odysseus requires strength, not in the physical sense, but the emotional and mental sense because â€Å"the Land of the Dead is a place marked by emptiness and despair† (Powell, 1990, p. 67) that only a heroic man can encounter on his epic journey. Batman has grown up in Gotham City and following his father’s death the city is in the tight grips of crime again and under the control of a powerful gang called ‘the mutants’ (Reynolds, 1992). Gotham City is like that of an afterlife because it is devoid of law and order. Like Odysseus, Batman requires the mental and emotional strength to confront each of the various mutants he takes down. Another common trait that mythological heroes Odysseus and Batman possess is courage. By definition of what these men do, courage runs through their bloodstreams as air and hormones. For Odysseus  there mere fact that he leaves Ithaca for 12 years to fight in Troy is courageous. He leaves behind the heir to the throne and his son, Telemachus, who was born shortly after Odysseus left for the Trojan War (Nelson, 2008). No ordinary man would be able to leave behind his family and people to face war. This is the type of action that commands courage of a brave man. Although Batman may not be fighting a war like the Trojan War that involves daunting voyages at sea for weeks on end, he does face criminals and thugs who are attacking Gotham City. Batman learned to be courageous from his mentor RÄ Ã¢â‚¬â„¢s Al Ghul who warned Batman, â€Å"you lack the courage to do all that is necessary. If someone stands in the way of true justice, you simply walk up behind him and stab him in the heart† (Nolan & Goyer, 2006, p. 125). Batman decides at the birth of his alter ego to take on the crime in Gotham City without the use of lethal force. He punishes the crooks and gangs by working around legislation. Batman’s decision to avoid lethal force is an act of courage because it is easy to kill the enemy, but it is another to incapacitate temporarily the enemy that may return to face him on his journey to keep Gotham City safe. Finally Batman and Odysseus embark on their quests as selfless acts to accomplish a specific goal. Odysseus sets out to be a part of the Trojan War despite wanting nothing more than to â€Å"achieve his goal of returning home to Ithaca† (Powell, 1990, p. 295). Soldiers who enter battle are brav e and selfless because they put their own lives on the line to protect what belongs to them. In a similar vein, Batman works during the night to rid Gotham City of the thugs who take over the city. Though it can be argued Batman is anything but selfless because his work as Batman is in an attempt to avenge his father’s death by one of the very street gangs he battles, Batman does what he does in attempt to make his city a safer, better place to live, much like the men and women on the frontlines of the battlefield, or a hero like Odysseus. In conclusion, the modern day super hero who protects his society while maintaining an immense persona and the hero from ancient Greece who sets out on an epic quest possess qualities that mark each as strong, courageous, and selfless individuals. These are qualities super heroes possess that society has come to expect from the classic hero. As the hero battles to keep their home territory safe, it is important to bear in mind â€Å"the context of the universal struggle between order and chaos† (Powell, 1990, p. 8) stands to  be a timeless test for society in general. References Leeming, D.A. (1990). The world of myth. New York, NY: Oxford University Press Nelson, M. Odysseus and Aeneas: A classical perspective on leadership, The Leadership Quarterly, Volume 19, Issue 4, August 2008, Pages 469-477, http://dx.doi.org/10.1016/j.leaqua.2008.05.010. Reynolds, R. (1992). Super heroes: A modern mythology. London, : B.T. Batsford. Rohac, G. (n.d.). More than heroes. An examination of comic book heroes as modern mythologies. Retrieved from http://www.georgerohac.com/docs/comm411.pdf

Analysis Of Arthur Miller s The Crucible - 883 Words

Name: Lauren Ciesielski Period AP NOVEL FORM 1. Title: The Crucible 2. Author (first and last name) and date of first publication: Arthur Miller and 1953 3. List four main characters with a one-sentence description of each. a. John Proctor – A farmer in Salem that is married to Elizabeth Proctor and is trying to get Elizabeth to forgive him for his sins of lechery on Abigail. b. Abigail Williams- A young lady who tries to throw herself at John Proctor due to their previous affair and is even willing to murder Elizabeth. c. Mary Warren – The servant of the Proctors who is testified on court to help John, but after getting threatened of using witch craft changes her mind due to her fear of Abigail. D. Reverend John Hale- A†¦show more content†¦c. Reverend Parris’s House – Betty became ill, causing everyone to gather in the house and question who in Salem was a witch. 6. One paragraph plot summary focusing on main events. The beginning of the play starts off with Betty Parris sick due to being in the forest with the other girls dancing at night. Many people come to Reverend Parris’s house to see what had happen and if it was the devil’s doing. One of these visitors was John Proctor, who Abigail threw herself at. When she finally comes back, Abigail and her start to accuse other people of being with the devil in order to help save themselves. Later, Mary Warren is away for important court duties. John and Elizabeth are not happy, but Mary gives Elizabeth a poppet. Mary also has news that her name was brought among the court. The clerk and Marshall arrive at the door to take Elizabeth base on Abigail’s accusations and is sent away. John reacts fast and he and Mary go to the court to defender her. When the trial begins, Mary gives a deposition that the girls were sporting. Abigail begins to mimic Mary, causing her to get confused and disregarding everything. John is charged also duri ng the court. He and Elizabeth were both sentence to be hanged, Elizabeth later due to being pregnant. Hale rushes to John and telling him that god will forgive him, but John becomes a man and is hanged. 7. Two symbols and what they refer to