Management Administrative Theory - 1585 Words

115.108: MANAGEMENT AND ORGANIZATION ASSIGNMENT 1 Mary Parker Follett has been described by Schermerhorn et al. as an Administrative Theorist within the Classical approach to management. However, others have seen her as ahead of her time, and have even described her as thoroughly modern . What were Mary Parker Follett s main contributions to management thought and practice; how do they relate to classical management theory and practice and how are they relevant to managers in contemporary organisations? Ever since the early of 20th century, management has been studied as a science due to its important role in influencing various factors of life: from economic, technological to political. Many scholars tried to give us the exact†¦show more content†¦For example, in a newspaper company, a sport journalist cannot write article about politics. â€Å"The leader must articulate the purpose of the organization and then create mechanism through which the various activities of those in the organization can be coordinate† (Danhart, 2011, p. 67). Mary Parker Follet first new look has an important influence and lead to her next theories in management, which now focus on power and leadership. Follet next enormous contribution to management is the term â€Å"communities† between managers and their workers. â€Å"Communities† is a very new and strange concept at her time. It means that instead of having a system of social dismemberment, the boss and his under workers now sit in the same table. As in her very famous essay â€Å"Power† in 1924, she had given the term â€Å"power-with† and â€Å"power-over†, which refer to the view of Taylorism and bureaucracy management. In both other theories, employees are seen as robots, leaders have a total control of their employees. That’s what â€Å"power-over† or â€Å"coercive† means. Workers have no right to speak up their opinions, at some point, they will lose their amenity towards the company’s benefits. This goes against the main function of â€Å"the best way to achieving organization goals† that classical approach in management has created from the beginnin g. With â€Å"power-with† or â€Å"coactive†, the distance between managers and their employees has been pullShow MoreRelatedTheories Of The Administrative Management Theory958 Words   |  4 PagesAccording tot the Administrative Management Theory, management is the process of getting certain tasks completed through the use of people. In this theory developed by Henri Fayol, he believes that it was very important to have the use of a multiplied of people instead of just relying on one person alone. Henri Fayol is known today as the â€Å"Father of Modern Management†, his theory has shaped what is know today as the Administrative Model, which relies on Fayols fourteen principles of management. These principlesRead MoreThe Theory Of The Administrative Management1772 Words   |  8 PagesThe administrative management viewpoint evolved early in the 1900s and is most closely identified with Henri Fayol (1841-1925), a French industrialist. Fayol’s work, â⠂¬Å"Administration industrielle et gà ©nà ©rale (1916)†, later translated into the 1949 â€Å"General and industrial administration†, is one of the first and most widely quoted analyses on management. As a result, Fayol influenced many writers, most notably Urwick. Although, there have been many theories supporting Fayol’s ideas, but there haveRead MoreEssay on Administrative Management Theory511 Words   |  3 Pages Our group project is on Henri Fayol’s â€Å"Administrative Management Theory†. As a group member I took on a task of researching his theory. Henri Fayol began his career as a junior Engineer in French Mining Company. His key work was â€Å"Administration Industrielle et Generale† which he published in 1916 ad later o pulished in Eglish I 1949. The administrative theory quot;emphasized management functions and attempted to generate broad administrative principles that would serve as guidelines for the rationalizationRead MoreHistorical Management Theories Of Thes X Y Theory And Fayols Administrative Theory1676 Words   |  7 PagesHistorical management theories There are several management theories that have been developed over the years. From Taylors Scientific Theory to McGregor’s XY theory and Fayol’s Administrative theory, the evolution of these theories has brought change and increased quality to management. New theories, trial and error and interaction have assisted managers with applying the correct theories to shape their organizational performance improving efficiencies and in many cases, the workplace environmentRead MoreManagement Foundations Essay1635 Words   |  7 PagesManagement Foundations Esay The classical management perspective represents the first well-developed framework of management (Davidson. P. et al, 2000). It’s the framework from which later theories evolved and concerns efficiency and productivity, which in turn leads to effective and efficient management. Scientific management and the Administrative theory are both classical management theories, which provide information on managing in the workplace, which are very useful and vital to have inRead MoreThe Classical Theory Of Management Theory1588 Words   |  7 PagesClassical Management theory entered the business world in the early nineteenth century, with a goal on increasing worker productivity. Developed by Frederick Taylor, the classical theory of management advocated a scientific study of jobs and the workers in charge for them. It was the foundation of modern management theories and it aimed to improve operations within an organization. (Robbins Cutler, 2014). The Classical Management Theory wa s broken into three categories: Scientific Management, whichRead MoreThe Theories Of The Scientific Management Theory1047 Words   |  5 PagesManagement, as defined by Richard Wilson, is the body of thought that seeks to explain and improve the administrative control of businesses and their employees (2016). In this paper we will discuss some of the more popular management theories including the Scientific Management Theory by Frederick W. Taylor, Administrative Management Theory by Henri Fayol, Bureaucratic Management Theory by Max Weber, The Hawthorne Studies Human Relations Management Theory by Elton Mayo, the Management Science TheoryRead MoreA Review On Organisational Theories1677 Words   |  7 PagesBUS 5113 - Assignment Unit 1 - A review of organisational theories A review of organisational theories Craig Morley University of the People A review of organisational theories 1 In Chapter 2 of the Organizational Theory text we reviewed four theoretical contributions which are central to the understanding of today s Organizations. Offer a brief analysis of all four theoretical concepts and then pick the one you the feel is the most influential from both historical and managerial perspectives. ExplainRead MoreClassical Management Theory And The Classical Theory1503 Words   |  7 PagesClassical Management Theory entered the business world in the early nineteenth century, with an emphasis on increasing worker productivity. Developed by Frederick Taylor, the classical theory of management advocated a scientific study of tasks and the workers responsible for them. It was the foundation of many modern management theories and it aimed to improve operations within an organization. The Classical Management Theory was broken into three schools of thinking: Scientific management, which lookedRead MoreTheoretical Perspective And Key Concepts1657 Words   |  7 PagesThis portion of the paper will explore the theoretical perspective and key concepts first the classical organization theory, authored by Courtney Howard, followed by the theoretical perspective and key concepts of the ecological systems theory authored by Gretchen Rydin. As we have read in previous chapters of our text an organization can be defined as â€Å"social entities that are goal directed as deliberately structured and coordinated activity systems and are linked to the external environment† (Kirst-Ashman

Stratification By Definition Is The Categorization Of...

Stratification by definition is the categorization of people into socio-economic strata based upon their annual income and occupation. As stated in the textbook â€Å"Sociology; The Canadian Perspective† both income and occupation strongly correlate; as a lawyer and drug dealer might share similar levels of monetary success; the lawyer would be higher on the strata due to the legitimacy of his career. For people on the lower end of the strata, the â€Å"Lower class† and â€Å"Working Class† it becomes increasingly difficult to climb up to the higher classes. In most cases, we see people of color, especially those who grow up on the â€Å"lower end† of the strata have a harder time achieving success in today’s society. It poses the question of whether or not†¦show more content†¦A 2011 study showed that a combined 81. 5% of gang members were Hispanic or African-American . Although the juvenile delinquency rate for people of color have decre ased over the years, the number of African-American students that graduate college still stands at a low 42% . The number for those graduating high school on time is at around 59%. The lack of education makes it extremely difficult for them to escape their poor neighborhood upbringing. This reaffirms the theory of environmental determinism, which states that often times one’s surroundings will shape a person. An article from the New York Times analyzes a study from Sean Reardon (professor at Stanford) who conducted research about black people and low income neighborhoods. Reardon found that even if a black families’ annual income is in the $100,000 range, they are living in neighborhoods with median annual income of $54,400. The study found that white and Asian American families typically live in neighborhoods where the median salary is close to that of their own. To put in perspective, middle-class black families are living in neighborhoods with lower income than the typical low-income white family. The reason that these numbers are concerning is because it proves that even when people of color achieveShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagessocioeconomic circumstances and dynamics rather than standard but arbitrary chronological break points. In the decades that followed the Great War, the victorious European powers appeared to have restored, even expanded, their global political and economic preeminence only to see it eclipsed by the emergence of the Soviet and U.S. superpowers on their periphery and a second round of even more devastating global conflict. The bifurcated international system that resulted from the cold war standoff

ESPN Free Essays

Company Culture and Environment When employees arrive to work at their Bristol, Connecticut Headquarters, they are greeted only by a small, unassuming sign that says, â€Å"Welcome to ESPN. † In a calculated and understated way, this sign is representative of the culture that pervades throughout the organization. Simply stated, ESPN, the company is about the fans and the sports, not ESPN. We will write a custom essay sample on ESPN or any similar topic only for you Order Now This statement offers a preview of sorts to a culture at ESPN that truly goes the extra mile in emphasizing customer satisfaction by offering its programming thru state-of the art program offerings thru multiple channels. A brand promise sums up the essence and meaning of a brand and how the brand connects to its consumers. ESPN’s promise of delivering â€Å"Sports, with Authority and Personality,† clearly outlines what they do, how they do it and what differentiates them from their competition. With respect to Sports, ESPN connects to its fans through many platforms, including multiple television and radio programs, internet applications including television online, restaurants, and numerous mobile applications. In doing so ESPN strives to consistently deliver unmatched quality that is strengthened by leadership and innovation. As an Authority in sports programming, ESPN emphasizes integrity, authenticity and expertise that is unparalleled in the industry. Regarding Personality, ESPN emphasizes throughout its organization, the effective use of humor, passion and community by expressing their affinity for its fans regardless of origin. While the brand promise of ESPN is certainly evident throughout all of its programming through all of its delivery channels, it is its hiring practices that appear to give the most obvious credence to the company living up to this promise. From its inception ESPN maintained a policy of hiring employees that were/are first and foremost sports fanatics. ESPN saw sees this as a critical factor in having its employees display the level of enthusiasm and knowledge that it wanted to promote and display its brand promise. They also see this as an equalizer of sorts whereby everyone who views ESPN, regardless of race, color education could relate with one another. Anthony Smith, a management consultant who has worked with ESPN for over 20 years and author of ESPN; The Company, sums up the environment and culture at ESPN best when he wrote; â€Å"I can think of few other companies that do as good a job of creating an atmosphere of fun and excitement for its people and its customers – maybe Southwest Airlines in the airline industry, Starbucks in the consumer goods space, or Apple and Google in high-tech. But it’s hard to surpass ESPN. † (Smith, P. xxiii, ESPN; The Company. ) This information, combined with information gathered through direct conversations with ESPN Marketing employees would strongly indicate that ESPN has done an outstanding job of entrenching its brand promise both internally amongst its work-force and externally through its broadly scoped programming. From an internal branding perspective ESPN appears to have achieved what all companies strive for; to entrench its vision and culture that pervades throughout everything it does. How to cite ESPN, Papers Espn Free Essays string(109) " the most listened to online sports destination, boasting live streaming and 32 original podcasts each week\." COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. We will write a custom essay sample on Espn or any similar topic only for you Order Now Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire. Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off management style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward. His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week. But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here’s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports. Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program. And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving. And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately began carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportun ities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leading sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. You read "Espn" in category "Papers" But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content. Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL. By providing ESPN content via a branded ESPN video player in AOL’s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out. ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere, and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the fut ure as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airports and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank. It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dick’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio. However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable operators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? Ho w does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertising Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2 007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com. How to cite Espn, Papers Espn Free Essays string(109) " the most listened to online sports destination, boasting live streaming and 32 original podcasts each week\." COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. We will write a custom essay sample on Espn or any similar topic only for you Order Now Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire. Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off management style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward. His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week. But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here’s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports. Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program. And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving. And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately began carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportun ities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leading sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. You read "Espn" in category "Essay examples" But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content. Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL. By providing ESPN content via a branded ESPN video player in AOL’s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out. ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere, and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the fut ure as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airports and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank. It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dick’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio. However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable operators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? Ho w does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertising Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2 007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com. How to cite Espn, Essay examples

Enrollement Of Institutions Of Higher Education Essay free essay sample

, Research Paper Registration in Institutions of Higher Education As the old ages go on, more and more pupils are inscribing in higher signifiers of instruction, including montages, institutes, proficient schools, and universities. This rise can be from the addition of pupils due to the growing of population, or the realisation of the importance of after high school instruction. The rise of pupils from 1992 to 1993 was from 281,000 pupils to 293,000 pupils, a 12,000 people addition. From 1993 to 1994, the rise was from 293,000 pupils to 295,000 pupils, a 2,000 people addition. Some of the concerns affected by the growing are building companies, staffs, cafeterias, school supplies, public transit, and countries of amusement. The building companies get concern by the incoming pupils. They get occupations constructing excess residence halls, category suites, cafeterias, and anything else the montages may necessitate. Besides, place proprietors can raise the monetary values of flats and houses because of the rise in the demand for a stopping point by campus place. We will write a custom essay sample on Enrollement Of Institutions Of Higher Education Essay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The school staffs are greatly affected by the addition of incoming pupils. More instructors will be hired, every bit good as keepers to maintain the campus a clean environment. Guidance counsellors and secretaries will besides be needed to maintain the school organized. The cafeterias in or around the campus will hold more clients every twenty-four hours, largely from the pupils who live in or around the campus. Students transposing to the school are more likely to non utilize the cafeterias around the school. lt ; /p > With the rise of pupils, the gross revenues of text books, pencils, book bags, and other mundane school supplies are likely to increase. This is great for the schools bookshops, the publication companies, the book writers, and big or little school and office shops in or around the campus. School supplies are a must in montage. Most pupils who live on campus do non hold a auto. Largely because of the most of parking, pupils use public transit such as trains, coachs, and cab cabs to acquire around. Besides, possibly countries of survey are in the metropolis where holding a auto is non every bit good as in suburban countries. Movie theatres, eating houses, and comedy nines will hold more clients from pupils who like to hold merriment. Besides bars, strip nines, and spirits shops will hold more concern from the montage pupil who likes to party and have fun. Many people gain from the addition of registration in establishments of higher instruction. All types of companies targeted on montage pupils will greatly increase clients. However, this is non good for merely the companies functioning montage pupils, this is great for montage pupils themselves. They receive an instruction that can give them a great start in life as an grownup. As a state, this addition helps out the United States of America by holding more educated people making new innovations, updating current merchandises, and by making new concerns. Besides, since many of the pupils will hold an instruction, they will most probably, non be the 1s involved in offenses such as burglaries and larcenies.