Comparative Study on the Origin of Religion Essay

Since the early 1800s, there had been an ample amount of skeptics trying to account for the origin of religion. The basic question on everybody’s mind was where does religion come from? Some believed that people developed religion because they didn’t understand the forces of nature around them. Others believe that religion was created as a way of restrain people. In the 19th century, people were introduced to social science and anthropologists who once studied primitive culture were exposed to several theories on the origin of religion. Edward B Tylor was one of the first who developed a theory on religion. Max Muller was a German professor at Oxford University whose interest included Indian mythology and the study of religion. Another anthropologist was George Frazer who key contributions to religious anthropology was a religious encyclopedia. There are many explanations to the origin of religion, one of the most prominent being Edward B. Tylor’s theory of animism. This theory is considered the foundation of the physical evolution of religion; two other influential religious anthropologists, Max Muller and James Frazer, also based their explanations of the origin of religion on nature. All three religious anthropologists are similar in the sense that they traced the evolution of religion in an attempt to figure out the origin of it but differ in the way they approach the concept of religion. Edward B. Tylor developed the theory of animism to help explain the most rudimentary form of religion. Animism is defined as the belief that attributes souls and spirits to humans, plants, animals and other entities. Animistic religious beliefs are well-known among primitive societies who were â€Å"so low in culture as to have no religious conceptions what so ever† (Tylor). Tylor considered animism as the most primitive phase in the development of religion. He believed that the reflection of dreams and the observation of death caused primitive people to develop the idea of souls and spirits. Tylor thought that primitive people believed that everything in nature had a soul within it. He hypothesized that a belief in animism led to the formation of a more generalized god and, eventually, the creation of monotheism. Animism ultimately led to the evolution of religion in the minds of the people. It led them to take something so simple as nature and use it to explain the natural phenomenon in their environment. A conflicting theory that uses the concept of evolution is that of Max Muller. Another theory of the origin of religion was developed by Max Muller. He believed that people first developed religion from the observation of nature. According to his theory, primitive people became aware of regularity of the seasons, the tides and the phases of the moon. Their response to these forces in nature was to personalize them†(Hopfe and Woodward). They personalized them through linguistics. Muller believed that development of religion was a cause of confusion in language (Goldsmith). There seems to be a divide between Muller and Tylor over the nature of the origin o f religion. Max Muller believed that the answer to the sole origin of religion could be found in the past and a person can trace its origin in the linguistic remnants in the Indo-European languages. Tylor thought that implementing an ethnological approach would be more successful than studying languages for answers of the origin of religion. Evolution of religion is evident in Muller’s theory because â€Å"they personified the forces of nature, created myths to describe their activities, and eventually developed pantheons and religions around them† (Hopfe and Woodward). By developing religions and pantheons from identifying the forces in nature is a clear sign of the evolution of religion in the human mind set. Even though their theories are different, the idea of evolution of religion in the human mind is evident in both Muller and Tylor’s theory. Sir James George Frazer, a fellow religious anthropologist, began developing his own theories on religion. Frazer believed that humans used magic as a way to control nature and the events around them and when that failed, they turned to religion. They used religion to control the events for a while and when religion failed they turned to science. Frazer’s theories were similar to those of Tylor. They both believed that the human mind developed in the same way as that of physical evolution.. Even though Frazer took a similar approach to Tylor in tracing the origin of religion, he modified Tylor’s theory and replaced Tylor’s theory of animism with his idea of magic. A similarity between Frazer and Tylor is that they both believed that religion began from an intentional method of describing and making sense of a strange world. Frazer replaces the idea that religion explains nature by introducing science as a substitute. Frazer’s approach to tracing the origin of religion is similar to that of Tylor and Muller since all three traced the evolution of religion in an attempt to figure out its origin. Both Muller and Frazer’s theory are similar to Tylor’s theory since both trace the origin of religion through the evolution of it but differ in the way they interpret religion. All three of them seemed to miss a vital element of religion which is that no one who practices religion is doing so to explain how the world works. People use religion for several reasons. Some use it to give meaning to their lives while others use it to enforce social order. Maybe all three anthropologists didn’t miss this key component but rather didn’t know about it due to the rapid evolution of religion.

Critically review an assessment process of your choice and determine Essay

Critically review an assessment process of your choice and determine whether or not it is fit for purpose - Essay Example .................................................. 5 b.1 Question ............................................................ 7 b.2 Fill-in-the-Blank Questions ................................ 8 c. Advantages and Disadvantages of Using Short Answer Question Technique in terms of assessing the Students’ Knowledge in Nursing and Medical Education ................. 10 c.1 Advantages ........................................................ 10 c.2 Disadvantages ................................................... 11 d. Comparison between Short Answer Questions and the Different Educational Assessment Techniques used in Nursing and Medicine Courses ......................................... 12 d.1 Multiple Choice Exams vs. Short Answer Questions .................................... 12 d.2 Essay Exam vs. Short Answer Questions ........... 13 e. Strategic Ways on How Assessment Using Short Answer Questions can be Measured ............................................. 14 III. Conclusion and Recommendations ................................................. 17 Appendix I – Summary of Cognitive, Affective, and Psycomotor Domain . 18 References ............................................................................................. 19 – 22 Chapter I – Introduction Educators are highly accountable for the quality of education they provide to the students (Oermann and Gaberson, 2009, p. 3). In measuring the learning outcome of the students, educators should carefully select the most appropriate and effective assessment technique to improve the teaching and learning process between the educators and the students. Based on the assessment results, educators will have a basis on how they can modify the course curriculum for nursing- and medicine-related subjects (Oermann and Gaberson, 2009, p. 4). For several years, I teach cardiopulmonary resuscitation (CPR), advanced life support (ALS), immunizations and vaccinations, and nurse prescribing in one of the local universities in UK. With regards to unfair student evaluation, educators should be aware that each type of assessment method has its limitations in terms of assessing the students’ overall learning outcome (McDonald, 2002, pp. 4 – 5). As part of teaching nursing- and medicine-related subjects, this study will briefly discuss the importance of educational assessment. After going through the different educational assessment techniques used in nursing and medicine courses, ways on how assessment can be measured will be tackled in details followed by determining whether or not the use of short answer questions is a suitable method to assess or examine the learning outcome of nursing and medical students. Aside from describing short answer questions and the assessment process of short answer questions from an objective point-of-view, the advantages and disadvantages of using short answer question technique in terms of assessing the students’ knowledge i n nursing and medical education will be identified, analyzed and interpreted based on the past and current research studies that were conducted on this matter. Based on the secondary research findings, the final stage of this study will conclude whether the use of short answer questions is considered an effective tool in measuring the students’ knowledge. Chapter II – Literature Review Importance of Educational Assessment Educational assessment or diagnostic testing aims at gathering information concerning the learning outcomes of the students. In line with this, educational asses

Literary Analysis Essay Example | Topics and Well Written Essays - 1000 words - 2

Literary Analysis - Essay Example The fact that everything is red is something Carson brings and uses. Everything about Geryon is red, as well as everything in Autobiography of Red. What does red mean? Is the book a personal history of the color red as composed by Anne Carson? Not likely. Red is a striking color, more striking than dark, or chestnut, or blue. Red is striking and peculiar and, accordingly, red is the ideal illustration for difference, which Carson uses throughout Autobiography of Red to convey Geryons part as an outsider, a test to the hetero-narrative. Geryon had, what most would say, a bad youth and, likely, a different one from his peers. His mother was well intentioned, however pointless, while his father was mostly absent. Geryons older sibling sexually abused him. Geryon was red even in his adolescence, as was every little thing about him, from the "red silk chalk" utilized by his instructors to the "dull pink air" that encompassed his home (Carson 26, 36). In Geryons personal history, he set down the facts believed about himself, above all else of which is that "Geryon was a monster whose every little thing about him was red" (Carson 37). Geryon was such a different individual, to the point that he would not take the conventional route to his classroom at school. He would stroll to the most distant end of the building and "stand still until somebody inside noticed and turned out to show him the way. He didnt move neither did he knock on the glass but little, red, and upright he held up† (Carson 25). When he was far fro m his peers, he stood and waited to be included in their games or activities. He was commonly known as the different one, the other. Having a contemporary hero who is actually red is, to a degree, a different thing from what people are used to. Yet, what difference is using red, as an analogy, if yellow or orange would work and are additionally striking shades? Geryon must be red or the analogy, primarily,

Alfred Russel Wallace Research Paper Example | Topics and Well Written Essays - 2000 words

Alfred Russel Wallace - Research Paper Example However, only Wallace and other two of his nine siblings (Fanny and John) survived past early adulthood. The deteriorating financial condition of Wallace’s family interrupted his education. However, his home was a rich source of maps, books as well as gardening activities, which Wallace recalled later with pleasure. He notes in his autobiography that he devoted far more time to the games that he played as a child than to the lessons that he received at school, and he found this to be boring and painful. Nevertheless, Wallace was a realistically good student since in his last year of school; he assisted in teaching the younger pupils. This anomalous position of being both a teacher and a pupil was especially repugnant to the tall young man, and he suffered from recurring dreams of colossal torment at school for two decades (Wallace & Camerini, 4). As discussed earlier, Wallace grew up in an underprivileged background, what may be designated as rural middleclass in rural Wales a nd then in Hertford, England. This upbringing was very different from that of other Victorian scientific counterparts (Wallace & Camerini, 4). ... He also had the opportunity of travelling abroad, which gave him exposure and respect for ‘savages’ (persons from non-European cultures) and to the colonial exploitation systems that they were exposed to. Therefore, that his enduring identification with the underdog eventually resulted in his becoming a socialist is not astounding (Wallace & Berry, 1). Wallace explains in his autobiography that in the second quarter of the nineteenth century, Britain’s economic base revolutioniz d from agriculture to manufacturing and the British Empire grew in power as well as in size. This was a period of new opportunities as well as mounting dissent. The traditional values of Britain’s agricultural society were based on the status and wealth of the family where one came from. Industrialization and expansion into colonial lands subverted the staid social structure, and there resulted a substantial wealth and power re-distribution out of the need for expertise as well as s cientific knowledge in the change to a manufacturing society. This wide context shaped the life of Wallace while he was young, a context charged with difficulties to traditional forms of authority, particularly the Church of England along with political power based on heritage. The fact that Wallace’s interests ranged so broadly makes it very hard to apply a single label to him. Depicting him as a natural scientist would do for the early part of his life, but so would travel writer and geographer; one would have to add spiritualist, intellectual and social critic for the second half of his life. Equally difficult to pin down is his status within the scientific community. To some historians, Wallace was a loner, an outsider or the ‘other’ man who discovered evolution. These terms however

Security breaches and incident handling in organization Research Proposal

Security breaches and incident handling in organization - Research Proposal Example nctions Interest of management to gain control for the security of business functions along with cost These three factors need to be handled to provide better security. In order to tackle all three factors, Christian Fruhwirth, recommended an event based intrusion detection system in 2008. The system will support these three factors by (, SWBC - Thesis: Improving security incident management in multination IT service providers - Software Business Community): Advanced tools incorporated with IDS to detect intrusions and eliminate attacks Standardized frameworks to handle legal compliance Efficient security management application tools to handle the management. Moreover, an article was published related to compromise recovery and incident handling. The article highlighted mishaps from concerned security administrators for installing default programs from a compact disc. These stored programs on a compact disc facilitates hackers to breach security by storing porn contents, configuring an illegal server, initiating attacks on other information assets and breaching server on the network. In order to eliminate all these threats and vulnerabilities, reviewing and learning the functionality of threats is essential. This will certainly reduce the probability of security incident in organizations (Compromise Recovery and Incident Handling. 2003). One more research was conducted related to a Proposed Integrated Framework for Coordinating Computer Security Incident Response Team. Conventionally, computer security incident response teams (CSIRT) are responsive for viruses, hacking and unauthorized access of employees. The CSIRT is defined as â€Å"Computer security incident response team (CSIRT) is a term used by the CERT Coordination Center (CERT/ CC) to describe a service... This will certainly reduce the probability of security incident in organizations (Compromise Recovery and Incident Handling. 2003). One more research was conducted related to a Proposed Integrated Framework for Coordinating Computer Security Incident Response Team. Conventionally, computer security incident response teams (CSIRT) are responsive for viruses, hacking and unauthorized access of employees. The CSIRT is defined as â€Å"Computer security incident response team (CSIRT) is a term used by the CERT Coordination Center (CERT/ CC) to describe a service organization that responds to computer security incidents† (Computer Security Incident Response Team. 2007). The research transformed these teams in to efficient tools that will maintain efficiency of business operations, compliance along with new regulations and homeland security. Those organization possessing incident response teams follows a systematic approach and steps to recover the system efficiently from any securi ty breach or incident. Moreover, the existence of teams, eliminates loss or information theft and service disruption. Furthermore, the information gained by detecting and resolving an incident, facilitates support teams to be more efficient for handling future incidents (, Central Washington University - Networks: Incident Handling).Likewise, these teams are called security incident response teams (SIRT). They are triggered when a security breach shows its existence within the network of an organization. However, these teams conduct investigation of suspect workstations and servers.

Website Design for Interactive Environment Coursework - 1

Website Design for Interactive Environment - Coursework Example In its purest form, the 100% mobile device is an extension of the user not the other way round, extension of the device. Globally, mobile devices outnumber desktop computers 20-1. Given that, not every mobile device- especially phones- has the functionality to access the internet, however the turnover frequency for mobile devices is higher than that of the desktop devices. Mobile devices have brought a revolutionary omnipresence and it is vital to understand the meaning of the term â€Å"mobile web†. There are cases that call for the inclusion of protocols and standards such as SMTP, SMS, and IM in the definition of this term but this report adapts Colborne’s definition as the subset of HTTP content that has been optimized for and is accessible with a mobile device. Mobile web content is therefore less detailed, making it lighter than desktop web, due to the technical limitations posed by the technology. When using a desktop workstation to access the web, we connect using Ethernet over a leased line that has a rich infrastructure. If we opted to use Wi-Fi in place of the Ethernet, even on the same workstation at home, it comes with new complications into the equation. A close examination of the underlying technology that supports mobile web reveals the technical hurdles that a mobile device overcomes while connecting to the exact same data reservoir as the workstation or notebook PC. The mobile device connects over a less robust network whether it’s the faster and newer EDGE or G3 connection or slower and older GPRS. Once the connection has been made, it must be held through a call transfer from multiple cell-towers as the user traverses the coverage connection matrix of a given carrier. This makes the mobile devices extremely limited in terms of available bandwidth. Screen size is the most obvious difference a computer and mobile device. For years, the minimum screen resolution designed has been increasing. Similarly,

Sneakers War Essay Example for Free

Sneakers War Essay Marketing Management SNEAKER WARS 2007 Nike never lacks for boldness. The Beaverton sneaker goliath recently offered the German National Soccer Federation $778 million to sponsor its national soccer team for 10 years in an audacious move to rattle its German rival adidas and long-time sponsor of the German team. Nikes new chief executive, Mark Parker, upped the boldness quotient again on Feb. 6, when he outlined an ambitious plan to grow revenues by $8 billion in five years. In his first major initiative since inheriting the top spot (Chief Executive) in January, 2006, Parker explained to investors at Nikes annual analyst conference how the company aims to grow to $23 billion in global revenue by 2011. The comprehensive long-term strategy calls for reshaping the management structure; redefining Nikes relationship with its fast-changing, digitally driven consumer; and adding 100 new company stores worldwide in three years. Were fundamentally changing the way we organize the company, Parker said. Nike is as hungry and as driven as weve ever been before and becoming more focused and more competitive. While analysts and investors applauded much of Nikes new strategy, some questioned whether the company could actually do it. After all, revenues would need to rise 53% over five years, or average about 9% a year, to reach the target of $23 billion. Its going to be challenging to achieve $8 billion in new sales without turning around slumping sales in Europe, Japan, and the U. S. basketball market a crucial $3 billion to $3. billion market segment. I think its going to be tough for them, said John Shanley, financial analyst for Susquehanna Financial. Basketball, for example, is shrinkin g in terms of sales. They have 96% of the market share in the $100 or more price point. How do you get high single-digit growth when you already have more than 96% of the market? Nike executives fell short in offering specific details to some of these questions and focused more on painting a broader picture of the new strategy. They stressed a multi-pronged approach that includes reorganizing the Nike brand into six main athletic divisions running, basketball, soccer, womens fitness, mens training, and sport culture that are expected to generate 75% of the brands growth. The company had previously divided the brand into three segments: footwear, apparel, and equipment. Growth is also expected to come from emerging markets and potential acquisitions. But Nike Brand President Charlie Denson said the company can reach the $23 billion target without new acquisitions. As for new markets, China is expected to become Nikes second biggest market behind the U. S. , potentially chalking up $1 billion in sales. Nike is building a strategy for growth across China that will foster new connections with Chinese youth, a market share plan designed to reap benefits far beyond the Beijing Olympics next year, top executives said last week. By tapping into swelling consumerism, label consciousness and new social freedoms among Chinas youth, Nike hopes to cement and expand its current position as the leading athletic footwear and apparel brand in the worlds most populous country, currently the companys fourth-largest market. With about $600 million in current annual sales, Nike believes China has the potential to be the companys second-largest market behind the United States with revenue of $1 billion within five years. The company estimates some 50 million Chinese youth play basketball. We think our opportunity there is to connect more deeply with local culture, Parker said, explaining Nikes overall China strategy. Parker said Nike will create products and retail and digital experiences designed to resonate with wired, hip and willing-to-spend Chinese youth living in different cities and regions. Ultimately, thats going to be our best foundation for growth going forward, Parker said. China is a prime component in the global Nike puzzle that will help push total sales for the Beaverton, Oregon-based company toward a target of $23 billion by 2011. Nike also views India, whose population growth rate is rising faster than China’s and Russia as potential $1 billion markets. Although the budget for Nik es 2008 Beijing Olympics strategy has not yet been planned, Nike Brand President Charlie Denson said that commitment would be major. But, Denson said, We are looking beyond Beijing. A recent Just Do It campaign that aired on Chinese television featured a young woman basketball player and a young male skateboarder who spoke of their lives and dreams through sports. A popular Internet-based advertising campaign that followed the television advertisements encouraged teenagers to send in their own stories. While soccer and basketball are the most popular sports among Chinese youth, Nike also sees a huge market for its sports culture footwear and apparel lines that capture the allure of sports without the performance aspects. Trevor Edwards, Nikes vice president of global brand and category management, explained that Nike is trying to encourage Chinese youth to find their individual voice. The Just Do It campaign and others, Edwards said, communicated that we were a brand about opportunity; we were a brand about hope. Nike sponsors 22 out of 28 Chinese sports federations. While the best-known Chinese athlete in the United States, basketball centre Yao Ming, is signed with Reebok, a division of Adidas AG , popular Chinese hurdler and Olympic gold medallist Liu Xiang is a Nike athlete. Even though much of Nikes marketing campaign in China is based on youth individuality, Nike wants to make sure their footwear fits the millions. To that end, Nikes engineers and physiologists back at their headquarters have been collecting data about Chinese feet. But the company will not say whether specific footwear lines will be launched for China. Nikes India business has grown 40% since last year thanks in part to its efforts in cricket. Nike executives also said they plan to invest aggressively in other potential billion-dollar markets such as Russia and Brazil. Back in the USA, Nikes efforts to add new retail stores and elevate its partnership with existing retailers is a big part of its new strategy. This effort comes at a time of sluggish sales from some of its biggest retailers mall-based chains Foot Locker (FL) and Finish Line (FINL). Nike executives said the company plans to grow its direct-to-retail business to 15% of total sales, or $3. 5 billion, from 12% today. The segment includes its own stores, factory outlets, and an e-commerce division, which executives expect to see a significant increase in revenues over the next five years. For the planned retail investment, Nike will increase capital spending to $475 million annually, up from just under $400 million, Nike said. Gary DeStefano, president of Nikes global operations, stressed its retail goal is to make Nike a better retail partner: This is not about Nike vs. the retailers, he said. This is a partnership. We believe this could be a growth strategy. But probably Nikes boldest bet is on the consumer. In the eyes of Parker, this new and evolving digitally driven consumer is reshaping the retailing landscape. The power is now in the onsumers hands, and Parker believes Nike and other consumer brand companies need to adjust to the new market dynamics. Consumers have never held as much power as they do today, Parker said. And clearly the power has shifted to consumers. Nikes Denson said this fundamental shift can be captured in the way the company studies its consumer profiles. In the past, managers used to consider 18- and 22-year-olds as part of the same demo graphic target. Now he says they are treated as separate and distinct markets when it comes to age, interests, and tastes. We spent the last 30 years trying to bundle things, and now its almost the reverse and we have to un-bundle things, Denson said, explaining Nikes new efforts to tailor products to individual consumers. Despite these fundamental changes in how Nike approaches its customers and its reshaped management structure, some things never change. Nike remains its audacious self and competitive juices still run strong. It still has goals to dominate markets where it is not already No. 1, and it’s redoubling efforts to unseat rival Adidas as the worlds top supplier of soccer shoes and apparel. Its recent bid to sponsor the German national team is part of its 2010 goal to dominant the football brand, said Nike marketing vice-president Trevor Edwards. We believe its time to create separation. This is not a game of chicken. Some things never change. Adidas expects growth overseas, particularly in Asia, to push sales at its Reebok division to US$5 billion ($7. 42 billion) over the next three to five years, up from US$3 billion, adidas chief Herbert Hainer said yesterday. The worlds second-largest sporting goods maker after Nike also said it expected to cut costs including at Reebok, which it acquired last year by about 87 million euros ($1. 6 billion) this year. That will more than offset integration costs, resulting in an overall cost savings of about 10 to 20 million euros, Hainer said. For the Reebok brand, the main growth driver will be Asia and to a certain extent Europe as well. Key markets like Germany and France are underdeveloped, as is Russia. Emerging markets have a huge potential and we will grow in the US, but by far not at the pace of Asia. Much of that growth will come toward the latter part of that period with the brand expecting only modest revenue growth, said Paul Harrington, president and CEO of the Reebok brand. Adidas, the German based sporting goods giant, bought Reebok in a US$3. 8 billion deal, looking to complement its strength in Europe with a major US brand that had greater strength in the fashion segment. But the Reebo k brand has been a drag on Adidass performance thus far. In November 2006, the German company lowered its 2007 profit growth forecast to 15 per cent from 20 per cent, citing trouble at Reebok. Adidas shares have slid almost 14 per cent since the Reebok takeover closed on January 31, 2006. Rival Nikes shares have risen about 24 per cent over that time. Reeboks sales have been lagging in the United States and the United Kingdom, though adidas plans a big expansion for the brand in Asia, including about 3200 stores in China, India and Russia by 2010. It is to open 200 stores in China and 90 in Russia this year. The brand is also eyeing an expansion in Japan, South Korea, Turkey, Poland and other parts of Eastern Europe. In Brazil, Argentina, Switzerland and Spain, where the brand is still sold by third-party distributors, the company is working to buy out those contracts, but some may have to run their course through to 2012. At present, about 40 per cent of the Reebok brands sales come from North America and 40 per cent from Europe. Part of what makes the expansion outside the United States so appealing is that profit margins tend to be higher in the rest of the world, Hainer said. You have much higher quantity on the US market, but much more value, higher profit margins on the European or Asian market. Adidas plans to reposition its Reebok brand to target athletics apparel consumers who value individuality, with a goal of broadening beyond an urban youth target audience and re-emphasizing Reeboks roots as an athletics performance brand. The strategy comes as Germany-based adidas ramps up its investment in Reebok a year after acquiring the brand and then seeing Reebok sales fall into a slump. The revised brand strategy builds off the edgy I am what I am campaign Reebok adopted four years ago by embracing hip-hop culture and youth-oriented entertainment alongside its traditional athletics performance market. The new strategy will maintain the I am what I am theme in many of Reeboks advertisements. But it also will position Reebok as an American-inspired global brand that celebrates individuality in sport and life, according to Adidas. Reebok President and Chief Executive Paul Harrington said the brand will gently shift emphasis toward suburban consumers of all ages without abandoning the urban youth targeted by I am what I am. Reebok also will try to reconnect with consumers who value athletic performance over fashion. While I am what I am wont go by the wayside, It may not be as loud as it was when we first launched it, Harrington said in an interview at Reeboks Canton headquarters, where he was joined by Adidas CEO and Chairman Herbert Hainer. The street-influenced I am what I am campaign helped Reebok connect with youth by featuring endorsers such as rappers 50 Cent and Jay-Z. But some industry analysts said the campaign risked alienating customers who prize performance over fashion and marked too sharp a departure for a brand that gained traction pitching aerobics shoes to women in the 1980s. Were not going to move totally away from music, but were going to reach for a broader audience, Harrington said. Adidas hopes Reebok will double its U. S. business and narrow Beaverton, Oregon-based Nike Inc. s market leadership. But adidas said in November last year (2006) that sales of Reebok-branded shoes and other apparel fell 7 percent in the first nine months of last year, compared with the same peri od in 2005. Adidas also conceded that Reeboks profit growth this year would fall short of initial expectations, and it said it intended to increase Reebok investment this year. Among other things, Reebok has been hurt by a recent decline in the once-hot market for retro-styled sneakers that mimic styles from the 80s a trend that Reebok helped drive, said John Horan, publisher of Sport Goods Intelligence, a Glen Mills, Pennsylvania-based industry newsletter. Since Adidas completed the Reebok deal in January 2006, analysts have speculated as to how the one-time athletics sneaker and apparel rivals would position the two separately managed brands to avoid competing against one another in the same market niches. The strategy announced Thursday will be launched with two Reebok campaigns this year. The first is a Run Easy campaign beginning this spring emphasizing the fun and joy of running, rather than its blood, sweat and tears aspect and winning. Reebok plans to launch a broader campaign in August targeting a variety of athletes as well as lifestyle apparel consumers around the theme Best On/Best Off suggesting that Reebok products offer the best in apparel both on and off the playing field. New products Reebok plans to introduce this year include a running shoe created especially for women, a new Allen Iverson model basketball shoe, and an apparel collection endorsed by actress Scarlett Johansson. Andrew Rohm, a former Reebok marketing employee and now an assistant professor of marketing at North-eastern University, said the revised strategy reflects an attempt by Reebok to create a new niche to complement the Adidas brand, whose traditional strength has been in athletic performance, especially soccer. I think it may be a reflection of looking less at sheer sales volume, and more in terms of owning a unique space, and becoming more of a niche player than they have tried to be in the past, Rohm said. Reeboks Harrington said the revised marketing strategy will help position the brand for a comeback. It really positions us for growth in the back end of 2007, he said. Puma, the maker of athletic shoes, shirts and other sporting goods, said its fourth-quarter profit fell 26 percent as it tries to broaden its product base and expand into new regions. But the company, the worlds third-biggest maker of sports apparel behind Nike Inc. and adidas AG, said it expected sales and earnings in 2007 to increase in the higher single-digit figure range, largely on demand for its licensed products. Overall, we are very pleased with 2006 and our start to (the latest restructuring phase), as we set some ambitious targets and are on track or ahead on all accounts, Chief Executive Jochen Zeitz said in a statement. But more important than the past is the future and weve put ourselves in a solid early position to deliver on our objectives. Puma earned euro32. 8 million (US$43 million) in the last three months of 2006, down from euro44. 1 million in the same quarter of 2005. Analysts polled by Dow Jones Newswires had expected a profit of euro34 million (US$44. 6 million). Sales rose 38 percent to euro480 million (US$629. 7 million) from euro349. 2 million a year ago, still less than the euro492 million (US$645. 4 million) analysts had predicted. For the year, Puma earned euro263. 2 million (US$345. 3 million), down nearly 8 percent from euro285. 8 million in 2005, just below analysts estimates of euro264 million (US$346. million). Sales rose 33 percent to euro2. 37 billion (US$3. 11 billion) from euro1. 78 billion in 2005, just under estimates of euro2. 38 billion (US$3. 12 billion). The sales increase was led, in part, by better-than-expected demand for its shirts and helped by the afterglow of the 2006 soccer World Cup, in which Puma sponsored the champion Italy. It is also a key supplier to many African teams. Since Zeitz was named CEO and chairman of the company in 1993, Puma has returned to profitability and increased sales and expanded its research and development, marketing and branding programs. Its latest restructuring effort is aimed at expanding the companys reputation as a maker of lifestyle brands clothes, shoes and accessories, such as eyeglasses and expand in more regions and categories. For the year, Puma posted strong sales in North and South America, with sales reaching euro724. 1 million (US$949. 95 million), up 51. 8 percent from 2005. In Asia and the Pacific, sales more than tripled to euro486. 5 million (US$638. 24 million). In Europe, the Middle East and Africa sale increased 5. 1 percent to euro1. 15 billion (US$1. 51 billion). The companys backlog of orders a key indicator for future sales performance was at euro1. 12 billion (US$1. 47 billion) at the end of 2006, up 4. 7 percent from euro1. 07 billion in 2005. Shares of Herzogenaurach-based Puma were up nearly 2 percent after the results were released but fell back more than half a percent to euro288. 01 (US$377. 84) in Frankfurt trading. References: Business Week Online Can Nike Do It? By Stanley Holmes 7 February 2007 Reuters News Nike striving to be brand about hope in China By Alexandria Sage 12 February 2007 New Zealand Herald Reebok to race in Europe and Asia 3 February 2007 Associated Press Newswires Adidas shifting Reeboks brand identity By MARK JEWELL 2 February 2007 Associated Press Newswires Athletic apparel maker Puma says 4th-quarter profit drops 26 percent By MATT MOORE 19 February 2007 Questions 1. Conduct a SWOT analysis of the key players in the sneaker industry and critically analyse their influence within the industry and the market. (25 marks) 2. Evaluate all significant trends in the environment and assess what impact each is likely to have on the sneaker industry. (25 marks) (Total = 50 marks)