Seasons of Love

•July 14, 2009 • Leave a Comment

Form: iABA¹B¹

[A]
Bbsus2 – Am7 – Gm7 – C7sus – F ¦ C – Dm – Am
IVsus2 – iii7 – iiØ7 – V7sus – I ¦ V – vi – iii

Bbsus2 – Am7 – Gm7 – C7sus – Am
IVsus2 – iii7 – iiØ7  – V7sus – iii

Five hundred twenty-five thousand
Six hundred minutes.
Five hundred twenty-five thousand
Moments so dear.
Five hundred twenty-five thousand
Six hundred minutes.
How do you measure,
Measure a year?

In daylights,
In sunsets,
In midnights, in cups of coffee.
In inches,
In miles,
In laughter and strife.

In five hundred twenty-five thousand
Six hundred minutes,
How do you measure
A year in the life?

[B]
Eb/Bb – Bb – Bb/F – F ¦ Eb/Bb – Bb – Dm/C – C
VII6 – IV – IV6/4 – I ¦ VII6 - IV – vi4/2 – V

Eb/Bb – Bb – Gm/F – F ¦ Eb(add 2) – C9sus
VII6 – IV – IV6/4 – I ¦ VIIadd 9 – V9sus

How about love?
How about love?
How about love?
Measure in love?
Seasons of love (back to [A] progression)
Seasons of love

[A]

[JoAnne]
Five hundred twenty-five thousand
Six hundred minutes
Five hundred twenty-five thousand
Journesy to plan
Five hundred twenty-five thousand
Six hundred minutes
How do you measure the life
Of a woman or a man?

[Collins]
In truth that she learned
Or in times that he cried
In bridges he burned
Or the way that she died!

[Cast]
It’s time to sing out
Though the story never ends
Let’s celebrate, remember a year
In the life of friends.

from the album,
Jonathan Larson: Rent (2005 Motion Picture Soundtrack)

Writing a Marketing Plan

•July 14, 2009 • Leave a Comment

Because marketing involves many different types of activities, haveing a written marketing plan increases efficiency. If you’re a new business this can especially help use your existing resources more efficiently. Market plans are wide and varied because they are tailored to specific endeavors, but should have these basic contents:

  • Your current position
  • Previous period’s results (if already established)
  • Strategy
  • The numbers
  • Your learning plans – how will you test the waters to see what works?

Remember to leave room to “wiggle” in your plans, but also, understand the Do’s and Dont’s of planning:

  • Don’t ignore details.
  • Don’t imitate competitors.
  • Don’t spend unnecessarily
  • Do break down your plant into simple sub-plans

Again, market plans are wide-ranging but should have these fundamental sections:

  1. Executive Summary - a one page summary of the plan that makes it clear whether the plan is efficiency or effectiveness orienated.
  2. Objectives – the quantifiable, measurable version of your strategy
  3. Situation Analysis – examines contexts, trends, customer preferences, competitors’ strengths & weaknesses, and other things important to sales. This section answers the funamental question: What’s happening? Ideally, you need to see things more clearly than your competitors. You want to obtain the following from your Situation Analysis: Information Parity, when you know as much as your leading competitor (if you don’t, then they have the advantage); and/or Information Advantage in Specific Areas, insights that your competitor doesn’t have which allows you an advantage on an uneven field (segmenting the market is also advantageous). Its worth nothing that most Situation Analysis sections don’t think of the it in these terms, in other words, don’t “waste time on the typical pro forma situation analysis in which the marketer … parades dull information in front of them without gaining an advantage from it” (52).
  4. Explanation/ Strategy – provides the specific details about the Objective and how it will be accomplished. DO NOT confuse Objective & Strategy! Objective simply states what you hope to accomplish next year while Strategy is the approach in accomplishing the objective (53). Avoid these obvious flaws in strategy: it fails to reflect limitations in your resources, demands huge changes in customer behaviour, competitor is already doing the same, requires you know too much that you don’t already know.
  5. Summary – the combinatio nof activities used to influence a targeted group of customers to pruchase a specific product. Fundamentally this begins with influence points (the 5 P’s) and ends with how to use these. Prioritize these (i.e. pick no more than 3 to focus on) and develop a plan for each. This begins to efficiently focus your program.
  6. Details – explains details of how each component will be used in your program. At minimum, divide this section up according to the 5 P’s. “Don’t bother going into detail … on program components that you cannot alter” (59).
  7. Management – the purpose of this section is simply tomake sure enough warm bodies are in the right places at the right time to implement the plan.
  8. Projections – mapping out finances to estimate future sales, justify estimates and create worst-case scenarios, create timeline to show when you incur costs and perform program activities, write a monthly marketing budget (unpleasant). Tip: if you’re a start-up do all of your projections on a cash basis. There are several techniques for projection sales: 1) Buildup Forecasts – building of past sales to predict future; 2) Indicative Forecasts – external indicators to set context for projection; 3) Multiple Scenario Forecasts – based on a series of what-if stories; 4) Time Period Projections – short-term approach for irregular/inconsistent activity across year.
  9. Controls – How will you measure your progress? State this in the plan! Allows you to monitor your performance.

From: Hiam, Alexander. Marketing for Dummies, 2nd ed. Wiley Publishing, Inc.: Hoboken, New Jersey.

Marketing: Managing Profitable Customer Relationships

•July 6, 2009 • Leave a Comment

Marketing is the management of profitable custmoer relationships. More definitively, “the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return” (5). Emphasis on process, a continually developing thing that can be distilled in a 5 step model used for creative persuade consumers: (1) Understanding the marketplace & customers’ needs & wants is the most fundamental first step.

There are things that are fundamental to any human being to be considered. Simultaneously, there are things about particular groups to be observed. Together these are core concepts of customer/marketplace (6-7):

  1. Needs – states of felt deprivation. Physical (food, clothing, wamrth, safety), social (belonging and affection), & individual needs (knowledge and self-expression).
  2. Wants – the form of those needs as shaped by culture and society
  3. Demands – wants that are backed by buying power
  4. Marketing Offer – a combination of products, services, or experiences offered to a market to satisfy a need or want.
  5. Exchange - act of obtaining a desired object from someone by offering something in return
  6. Market - the set of actual and potential buyers of a product or service

Managing this market is the “art and sciene of choosing target markets and building profitable relationships with them”. In other words, who are we going to sell to? We must get to know this select group of folk because we are going to try to persuade them that we have something that benefits them by satisfying a need! Fundamentally, this is our value proposition. How will we do this? What weight will we give the conflicting interests of customers, the company, and society? Five alternating concepts in which we develop (2) Marketing Strategies:

  1. Prodcution – customers will favor products that are available & affordable.
  2. Product - consumers will favor products of high value, performance, and features. Thus, the company should devote resources to continaul improvement.
  3. Selling – argues that consumers will not buy unless there is a large scale promotion effort
  4. Marketing – knowing the needs and wants of target markets & delivering desired satisfaction beyond the competitor
  5. Societel Marketing – “enlightened marketing” that strives to make good marketing decisions considering consumers’ wants + long-run interests and society’s long-run interests

After figuring out who to sell to, the company will design a (3) Marketing Plan put into action by its Marketing Mix, the set of marketing tools for implementation. Often referred to as the four P’s: products, price, place, and promotion. These first 3 steps lead up to (4) Building Customer Relationships. Key to building these relationships is creating superior ‘value’, a subjective term that is discussed in terms of Customer percieved value. Customter satsifaction stems from product’s percieved performance relative to consumer’s expectations (13). A satisfied customer is more likely to return and recommend the product via word of mouth in the meantime. Logically this leads to (5) Capturing Value from Customers, the idea of offering value to customes and recieving it in return. A few concepts that make the value of lasting relationships apparent:

  • Customer lifetime value – the value of an entire stream of purchases that the customer would make over a lifetime of patronage (19)
  • Share of customer – the portion of the customer’s pruchasing that a company gets in it’s product categories (20)
  • Customer equity – the total combined custmer lifetime values of all the company’s customers (21)

For the most part, mass marketing has become an outdate approach, and a company must decide what type of customer it will continue to interact with: 1) Strangers: low profitability and loytaly; 2) Butterflies: profitable but not loyal; 3) True friends: profitable and loyal; 4) Barnacles: highly loyal but not profitable. The point: “Different types of customers require different relationship management strategies” (21). Further, as we enter the 21st century there are new features on the Marketing Landscape to be considered (22-8):

  1. The New Digital Age
  2. The Internet
  3. Rapid Globalization
  4. The Call for More Ethics & Social Responsibility
  5. The Growth of Not-for-Profit Marketing

So what is marketing and how does all of this work together? A synthesis in one ¶:

“Marketing is the process of building profitable customer relationships by creating value for customer and capturing value in return” (28). The first 4 steps in the process are centered around thoroughly understanding customers using 2 fundamental questions: 1) What customers will we serve?; 2) How can we best serve this targted customer? This helps create an efficient Marketing Strategy with the right balance of mix elements (the 4 P’s). Implementation of this strategy helps persuade customers to act on the marketing offer. Its in the final 5th step of the process that value is captured from the customer ≈ first 4 steps create value for customer.

From: Kotler, Philip and Gary Armstrong. 2005. Principles of Marketing. 11th ed. New Delhi: Prentice-Hall of India.

Hero

•July 5, 2009 • Leave a Comment

Form: iABA½BaCBB

[A]
G – Em – C – D ¦ G
I – vi – IV – V ¦ I

Would you dance,
If I asked you to dance?
Would you run,
And never look back?
Would you cry,
If you saw me crying?
Would you save my soul tonight?

Would you tremble,
If I touched your lips?
Would you laugh?
Oh, please tell me this.
Now would you die
For the one you love?
Hold me in your arms tonight.

[B]
G – D – C
I – V – IV

I can be your hero, baby
I can kiss away the pain
I will stand by you forever
You can take my breath away

 [A]

Would you swear,
That you’ll always be mine?
Would you lie,
Would you run and hide?
Am I in too deep?
Have I lost my mind?
I don’t care you’re here tonight.

[C]
Em – G – Em – C – D – G
vi – I – vi – IV – V – I

 Oh, I just want to hold you
I just want to hold you, oh yeah
Am I in too deep?
Have I lost my mind?
I don’t care; you’re here tonight?

from the album,
Enrique Iglesias: Escape [2001]

5

•July 2, 2009 • Leave a Comment

They turned to the discussion of the radio signalss still coming from somewhere in the vicinity of Seattle. Sir Phillip Goodall, the director of C.S.I.R.O., produced a synopsis of the messages monitored since the war. “These signals are mostly incomprehensible,” he said. “They occure at random intervals, more frequently in the winter than the summer. The frequency is 4.92 megacycles.” The radio officer made a note upon the paper in front of him. “One hundred and sixty-nine transmissions have been monitored. Of these, three contained recognizable code groups, seven groups in all. Two contained words in clear, in English, one word in each. I have them here if anyone wants to see them. The words were WATERS and CONNECT.”
Sir David Harman asked, “How many hours’ transmission in all were monitored?”
“About a hundred and six hours.”
“And in that time only two words have come through in clear?” The rest is gibberish?”
“That is correct.”
The admiral said, “I don’t think the words can be significant. It’s probably a fortuitous transmission. After all, if an infinite number of monkeys start playing with an infinite number of typewrtiers, one of them will write a play of Shakespeare. The real point to be investigated is this – how are these transmissions taking place at all? It seems certain that there is electrical power available there still. There may be human agency behind the power. It’s not very likely, but it could be so.”

From: Shute, Nevil. 1957. On The Beach. New York: William Morrow and Company, Inc.

The Art of War, i-vii

•July 1, 2009 • Leave a Comment

I. Laying Plans

19. Hence, when able to attack, we must seem unable; when using our forces, we must seem inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near.  

II. Waging War

5. Thus, though we have heard of stupid haste in war, cleverness has never been seen associated with long delays.

15. Hence a wise general makes a point of foraging on the enemy. One carload of the enemy’s provisions is equivalent to twenty of one’s own, and likewise a single picul of his provender is equivalient to twent from one’s own store.

17. Therefore in chariot fighting, when ten or more chariots have been taken, those should be rewarded who took the first. Our own flags should be substituted for those of the enemy, and the chariots mingled and used in conjunction with ours. The captured soldiers should be kindly treated and kept.

III. Attack By Strategem

1. Sun Tzu said: In the practical art of war, the best thing of all is to take the enemy’s country whole and intact; to shatter and destroy it is not so good. So, too, it is better to capture an army entire than to destroy it, to capture a regiment, a detachment or company entire than to destroy them.

5. The general unable to control his irritation, will luanch his men to the assualt like swarming ants, whith the result that one-third of his men are slain, while the town still remains untaken. Such are the disastrous effects of a siege.

18. Hence the saying: If you know the enemy and know yourself, you need not fear the result of a  hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know niether the enemy nor yourself, you will succumb in every battle.

IV. Tactical Dispositions

4. Hence the saying: One may know how to conquer without being able to do so.

10. To lift an autumn hair is no sign of great strength; to see sun and moon is no sign of sharp sight; to hear the noise of thunder is no sign of a quick ear.

V. Energy

7. There are not more than five musical notes, yet the combinations of these give rise to more melodies than can ever be heard.

10. In battle, there are not more than two methods of attack – the direct and the indirect; yet these two in combination to an endless series of manuevers.

VI. Weak Points and Strong

12. If we do not wish to fight, we can prevent the enemy from engaging us even though the lines or our encampment he merely traced on the ground. All we need do is to throw something odd and unaccountable in his way.

17. All men can see the tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved.

VII. Manœvering

23. The Book of Army Management says: One the field of battle, the spoken word does not carry far enough: hence, the institution of gongs and drums. Nor can ordinary objects be seen clearly enough: hence the institution of banners and flags.

36. When you surround an army, leave an outlet free. Do not press a desperate foe too hard.

From: Tzu, Sun. 2003 [1910]. The Art of War. Dallas Galvin, ed.; Lionel Giles, trans. New York: Barnes & Noble, Inc.

Citizens of the World

•June 28, 2009 • Leave a Comment

I wanna be pretty
I wanna be rich
I wanna be strong
I wanna rule the world
Speak 17 languages
Meet a lot of people
Sing and dance their songs
And walk along
The avenues
That’s what I wanna do

I wanna be your friend
I’d like to be your wife
I wanna live a simple,
Extraordinary life
I wanna be a good
Mama to a family
If I’m up or down
Then this is what I’m gonna be
And I’m gonna do it royally
Do you wanna come with me?

Because we are, we are, we are …

Citizens of the world
Just because you don’t know you are
Doesn’t mean you’re not
A citizen of the world
Traveling the crest of your own wave
From the cradle to the grave

Daphne Rubin-Vega
“Citizens of the World” from the album Redemption Songs [2006]

Nada Fue Un Error

•June 28, 2009 • Leave a Comment

Form: iABABA²BA³B

[A]:
A – E – D/F# – E
I – V – IV6 – V

Tengo una mala noticia
No fue de casualidad
Yo quería que nos pasara
Y tú, y tú
Lo dejaste pasar

No quiero que me perdones
Y no me pidas perdón
No me nigues que me buscaste
Nada, nada de esto

[B]:
E7 – A – E – D/F# ¦ E
V7 – I – V – IV6 ¦ V

Nada de esto fue un error, wuoo-o
Nada fue un error
Nada de esto fue un error, wuoo-o
Nada fue un error

Yo te digo …

[A]:

Los errores nos eligen
Para bien o para mal
No fallé cuando veniste
Y tú, y tú
No quisiste fallar

Aprendí la diferencía
Entre juego y el asar
Quien te mira y quien se entrega
Nada, nada de esto

from the album,
Cotí: Esta Mañana y Otros Cuentos [2005]

The Boasian Milieu

•June 27, 2009 • Leave a Comment

Although the Boasian program didn’t overtly provide a formula, it did offer a cognitive map in studying cultures (290). Curiously, anthropology has rarely applied its own methods to the study of itself. In other words, if the primitives are culturally conditioned, why has it been of little mention that anthropology and anthropologists are as well?

White has been one of the harshest critics of Boas and places his ideas in an evolution/anti-evolution dichotomy (Boas represents the latter). If we take evolutin to mean transformation of form (292), then clearly the Boasians are not anti-evolutionists; it was the schemes that they opposed because there was often questionable proof in justifying them. The argument if often extended to say that anti-evolution position was also anti-Darwinist. Again, Boas did not reject evolution, he rejected the following (295):

  • Biological Reductionism
  • Cultural Parallelism
  • Universal Standards of Progress

More generally Boas rejected all coherent, i.e. non-ecclectic, determinist explanations of socio-cultural differences (296) in an attempt to combat explanations based on racial determinism. It was this element of the evolutionists that fueled his criticism. The Boasian program in many ways reflects the U.S. left-of-center political liberalism: the belief in “multiracial democracy, relativity of custom, maximum freedom for the individual, the importance of material comfort, but the ultimately greater strength of the rational mind … hence, the ultimate opennes of society and history” (298). The paradox though is that if culture is opposed to determinism, yet the enculturation process determines how we behave, what is the difference other than a belief in how free the culture beleieves they are? Harris urges us to think in terms of degrees of historical freedom that cultures and individuals possess (300).

  •  
    • milieu – the physical or social setting in which something occurs or develops
    • diametric – completely opposed, being at opposite extremes
    • megalomania – a mania for great or grandiose performance; 2) a delusional mental disorder fhat is marked by infantiel feelings of personal competence and grandeur

From: Harris, Marvin. 2001 [1968]. The Rise of Anthropological Theory: a history of theories of culture. Updated edition. Lanham: Alta Mira Press.

Historical Particularism: Boas

•June 27, 2009 • Leave a Comment

During the first half of the 20th century anthropology was characterized by a “programmatic avoidance of theoretical synthesis” (250) and attempted to rid itself of armchair scholars. This movement was led by Franz Boas and his approach has now come to be known as historical particularism. This strategy required an “almost total suspension of the normal dialectic between fact and theory” (251), and further, had limited success. Boas is seen as the guru of anthropology, and though his contributions shouldn’t be discredited, homáge should be paid via objectivie criticism. His students deny that he is at the center of any school of thought, while simultaneously appaluding him for elevating anthropology to a science. There is some truth to this praise even though his cautious approach to making generalizations appears over-done and self-defeating in retrospect (253). Compared to his contemporaries, Boas shines while his peers’ ideas come off as “hayseeds and bumpkins” (257). A pressing matter was that too much romantic, armchair scholarship had permeated, thus, Boas placed emphasis on actual fieldwork and time with the primitives. When he attacked the comparative method, it was Daniel G. Brinton whom he had in mind (Brinton accused Tylor and Morgan of over-diffusionism! – 256). However, Boas did not deny that there were universal similarities, just that they had been grossly overestimated. He felt there was a need for both approaches, but felt the particularist approach was apt for the time (259). Essentially, he made the argument that different paths lead to the [same] phenomena ≈ parallel evolution.

According to Boas, parallel evolution rested on the assumption that there was a “master plan” and that variations were mere minor details in this grand scheme (258). A particularist approach was needed to demonstrate the more general approach of parallel evolution so that conclusions could be drawn. Thus, he was concerned with disproving evolution, but instead, trying to improve the science of culture. Boas did argue that diffusion was more common than independent invention, but warned diffusionist not to make premature conclusions.

Physicalist v. Hisotrical Approach

While he and his students collected tons of first-hand data, few conclusions were made to avoid premature conclusions – one of the fundamental errors in the approach, but contrary to some arguments, he did not retard anthropology’s development. Boas rejected what can be termed as physicalism: researching trying to find the existence and guidance of universal laws. His response: to consider the subject over the laws so as not to deny the importance of individual occurences (262). This response operated contrary to his background in physics; his opposition often emphasize this as his strong point. In the German school of Weltanschaung, a neo-Kantian movement took place that steered him away fromt the materialist approach in physics, to geography, and then to ethnography. He took it as his life-task to investigate this shift: How far may we consider the phenomena of organic life, and especially thos of the psychic life, from a mechanic point of view and what conclusions can be drawn from such considerations? (263-4)

The neo-Kantian movement was a rejection of Hegel’s ideas. Kant argued that knowledge is based on the percepction of the senses, the essence of external things was neithe rmind nor matter, but simply unknowable. This formula can be synthesized in 2 ways:

  1. As a justification for a strong empirical approach through sensory data.
  2. The justification for emphasizing the contribution that the observing mind makes to the perception of the data.

Boas had studied Kant and worked under professor heavily involved in the neo-Kantian movement. Boas was also profoundly interested in the neo-Kantian psychologist Wilhelm Windelband and Aeinrich Rickert who developed the dichotomy of idiographic-nomothetic (270). They made a distinction between human and natural sciences respectively and stressed the former though eventually abandoning this position. Dilthey, on the other hand, argued both were relevant to human studies and should have 3 objectives:

  1. Description of historical facts.
  2. Discover of laws and regularities.
  3. The formulation of standards of value.

The neo-Kantian rejection of scientism much mirrored the theological attacks on reason during the Enlightenment and an urge was made to return life to its “mystery” and wrest if from scientific models. According to them, ideograph provided better understanding of things because it was based on actual happenings; as opposed to science that deduced abstract laws and tried to fit reality into them (273). Boas’ positions were moderate in comparison – while stressing the idiographic, he eventually did argue that the most important am of ethnography was discovery of scientific laws (274). Kroeber, one of Boas’ students, was critical of his professor for not being particularist enough (making Kroeber an idiographic extremist). Its been argued that Boas maintained the same position throughout his life, but under examination, his intellectual development can be placed into 3 phases (277-82):

  1. Rejection of unilinear, universl sequences but not rejection of more limited parallel sequences. A search for laws as an important aim.
  2. The human mind tends to reach the same results under varying conditions (not similar ones). Cultural life is economically conditioned and economics are culturally conditioned (279-80).
  3. Boas abandoned any nomothetic attempts in favor of idiographic aims and ends up arguing that historical laws would remain undiscoverable.

While the laws of sciene developed, but the Boasians continued to precieve them as rigid and stagnant. They denied nomotheticism, were cautious of generalities, and tried to refute every form of determinism. As a result, the Boas approach was incredibly ecclectic (284):

  • Induction – inference of a generalized conclusion from particular instances.
  • Deduction – deriving a conclusion by reason, specifically inference in which the conclusion about particular follows necessarily from general or univeral premises.

Ecclecticism is the “path of least resistance” (284) and one Boas was insistent upon despite its hidden dangers:

  • Its often little more than euphemism for confusion, muddled acceptance of contradictory theories, the bankruptcy of creative thought, and the cloak of mediocrity.
  • Provides a false sense of security and unearned reputation for scientific acumen.
  • Science is not just responsibility to data, but data must be responsible to theory. “Neither one suffices without the other. It is impossible to be faithful to the facts and at the same time indifferent to theory” (ibid).

Even if we accept ecclecticism, Boas “never approached a problem by giving full consideration to the entire range of … factors” (285-6). The embarrasing element of Boasian program is that its “inductive to the point of self-destruction” (286). The point was to provide concrete detail in place of speculative deductions; the latter which are the life-blodd of science. The approach wasn’t particularly novel and can be found in the works of Francis Bacon. The collection of facts doesn’t necessarily lead to the discovery of regularities and random samples end up proving that nature is chaotic: complete description of anything is impossible (288). Because of this, theory is needed to structure the data, otherwise, nothing is gained in nomotheticism. The theoretical approach should be deductive, not inductive.

From: Harris, Marvin. 2001 [1968]. The Rise of Anthropological Theory: a history of theories of culture. Updated edition. Lanham: Alta Mira Press.