Permodalan Nasional Berhad Is The Second Largest Shareholder Marketing Essay

Permodalan Nasional Berhad Is The Second Largest Shareholder Marketing Essay To develop, produce and market a broad range of reliable, natural and nutritious dairy products that contribute to well-being and vitality of life. To recognize that know-how, quality, dedication and leadership of our employees are the most crucial assets to achieve our targets. For generations, Dutch Lady Milk Industries principal business is to supply quality dairy and infant nutrition products to the nation. Today Dutch Lady ranks among the top three dairy producers in Malaysia. Generations of Malaysians have grown up on Dutch Lady dairy products. While Dutch Lady first established itself as a manufacturer of sweetened condensed milk, Dutch Lady Milk Industries extensive product range now spans from infant formula and growing up milk to fruit juice and yoghurt snacks. Every product innovation that rapidly develops infant and child formula range is backed by extensive research both locally and internationally. DLMI is the largest purchaser of local fresh milk from the Veterinary Services Department. It also supports local industries by using a substantial amount of local ingredients such as palm oil and sugar in its products. The quality of the Companys products is paramount. Quality Control and Quality Assurance are prime considerations. In line with this, the Company has continually been accredited with ISO 9001 certification since 1995. Strong emphasis is also placed on food safety with the implementation of HACCP (Hazard Analysis Critical Control Point) System to cover all its plants. Since it commenced manufacturing in 1963, DLMI has steadily expanded its operations in Malaysia. Its chilled plant is one of the most modern in South East Asia. SECTION 2.0 BUSINESS OVERVIEW Figure 1 Total market for Chilled Business  [1]   Source: DLMI (2009) As shown in Figure 1, the total chilled (total of eating yoghurt, yoghurt drink and cultured milk) market is consistently growing but at a very slow rate. Therefore, Dutch Lady is hoping to play a role in growing this niche market where most players neglect. From a recent study done by a third party, consumers nowadays are vey health conscious and are ready to take up anything that could help benefit their health. This is especially helpful with the females growing interest in getting slim through exercise or daily intake of nutritious yoghurt. Figure 2 Chilled Business Volume Percentage Share by Players  [2]   Source: ACNielsen Malaysia (2009) DLMI is currently at third position in terms of percentage volume share for chilled business in comparison to Msia Milk, the market leader and Nestle at second. This is due to DLMIs limited chilled product line. MSia Milk, though only provides Fresh and Low Fat Milk, their best seller are the 2 Litres package size and therefore, in terms of volume and value they are still the market leader. Nestle on the other hand offers a wider chilled product line by offering yoghurt, yoghurt drinks and cultured milk. These are the plausible reasons for DLMI inability to capture a larger market size because it neither produces 2 Litre package size milk not does it offers cultured milk as part of its chilled product line. Currently, the market is desperate for some product excitement and flavours. This could provide DLMI the opportunity to capture the market through target groups and segmentation of the market which will be discussed later in the other sections. Moreover, by collecting enough information of the potential areas, DLMI could use the marketing mix to help boost their sales and have a larger consumer base for the chilled market. In order to gel all these ideas into possible actions, the author would like to propose a bold move into introducing the Tropicana flavor for all range and pack size for both yoghurt and drinking yoghurt. This Tropicana flavor will definitely draw attention and create a new group of consumers. Plus no other competitor products have come out with such thrilling flavor, therefore these would definitely appeal to those whom are bored of the old traditional flavours and are looking for new range of stimulation for their taste buds. SECTION 3.0 TARGET MARKET Figure 3 Sales Review for Chilled Product by Chain  [3]   Source: BW (2009) As depict in Figure 3, Giant chain supermarket is the one with the highest sales value growth for chilled business and Tesco at second place. Hence, DLMI could target the consumers from both these chains as the trend that can be seen here is that consumers prefer to purchase chilled products at chain supermarkets with warehouse concept. Giant and Tesco are typically a supermarket that builds on purchasing at bulk to keep the selling price as low as possible to attract consumers that are looking for supplies at below average market price. Consumers that purchase at Tesco and Giant are generally from the middle income group and form the Malay ethnic group as the main followed by Chinese ethnic as shown in Figure 4. For that reason, we could factor in these as part of the target group for the new Tropicana flavor. Figure 4 Sales Review for Chilled Product by Chain  [4]   Source: Dunnhumby (2009) Presently, DLMI demarcation of area is by Central (Seremban, Pahang, Klang, Kajang, Petaling Jaya); East Coast (Kota Bahru, Kuantan); North (Perak, Penang, Kedah, Perlis); South (Melaka, Batu Pahat, Johor Bahru); Sabah and Sarawak. And as shown in Figure 5, the AMS for Central seems to be the most promising area of development followed by South and then North. Therefore, it is safe to conclude that consumers at more developed areas are more particular towards living a healthy lifestyle. Figure 5 Average Monthly Sales of Chilled Business by Area  [5]   Source: BW (2009) Therefore, the target market that DLMI is looking at to grow their chilled market share is through three different target groups: Middle income group which frequent hypermarkets or supermarkets at central, south and north region with basket size of about RM35 to RM40 per visit; Teenagers age 35 and below whom are at the launch of their career and tends to emphazise slimming and natural beauty; Adults age 35 and above whom are more health concious towards living a longer healthy life. Since yoghurts and yoghurt drinks are classified as convenience products as it is bought frequently and immediately at reasonably low price with many point of sales, it is therefore considered a potential market which DLMI would like to nurture in hope that they could construct a loyal customer base as a platform for future consumers while at the same time educating these consumers about the importance of eating and staying healthy. The Tropicana flavour would be able to cater to these group of health concious consumers because it is rich in nutrients from all the mix tropical fruits. SECTION 4.0 LONG TERM AND SHORT TERM GOALS SHORT TERM Chilled products are very dependent on promotions, therefore for the short term goal, DLMI hope to successfully execute all promotions planned throughout the year as depicted in Table 2. The selections of the promotion are during festive seasons where consumers are more likely to spend more. The author is hoping to be a trend setter using these promotion plans by encouraging consumers to purchase more yoghurt drinks and yoghurt as a festive item instead of just a convenience product. That is the very reason why most of the promotions for the chilled products are conducted during festive seasons and national fairs. Table 2 Promotion Plan for Chilled Products  [6]   Source: DLMI (2009) LONG TERM In the long term however, DLMI is hoping to be able to strengthen the position further if the initial establishment succeed. These are the few long term actions that DLMI could consider: Focus on key outlets with key SKUs; Listing of only the top flavours; Operation support from chain supermarket to build business further; Conduct cross promo with any value added product; Secure additional space for greater visibility; Implementation of segmentation according to agreed planogram; Implement trade schemes to drive distribution; Mount activities to convert competitor users; Promotional activities to reward loyal users; Induce trial through giving out free sample pack size. These long term plan are also meant to be continuously conducted throughout each year to secure the share of business in the chilled market. SECTION 5.0 MARKETING STRATEGIES Figure 6 Marketing Above The Line 360 ° Activation  [7]   Source: DLMI (2009) DLMI 360 ° activation plan is one form of marketing strategy to create brand awareness and ideally brand preference among existing consumers and possibly new users who will prefer a new sort of exciting taste. The awareness campaign will touch on all forms of media from online advertising to advertising on the shelf itself to news and ads. ADVERTISING DLMI will roll out a coordinated advertising campaign to emphasize the following points: Dutch Lady yoghurt is getting better, with a new and refurbished new Tropical flavor. DLMI could consider using print and broadcast ads in women-oriented mediums several weeks before the new introduction of products to inform people of how healthy is Dutch Ladys yoghurt and changing to meet their needs. Billboards, television, radio, and display signs will be primary vehicles for this. About two weeks before introduction, our ads will change from stressing our company image to stressing product line imaging. DLMI will also run specific ads the Tropical flavor product stressing its benefits to the consumers. This specific part of the campaign will primarily use magazines, radio, and other mediums targeted at the under 25 aged crowd. After product introduction, will run advertising to persuade and remind consumers of our new products. There will be a customized advertisement of the video which shows the new Tropical flavor with a silent background to serve the product tagline. PUBLIC RELATIONS DLMI will pursue the following public relations oriented programs: DLMI will put together a press kit showing LOreals commitment to grow and serve the Dutch market. We will include key facts including our additions to the employment rolls and charitable contributions. We will look to host and/or sponsor events that appeal to our target markets. For our more mature audience with increased dispensable income, we will sponsor a Women in Business seminar. Women in key roles as models or local actresses can be presenters. For those women at home, we will look into sponsoring events that will appeal more to them something along the lines of a home and/or garden show and conventional housewives will be chosen as the product ambassador. We also are excited about creating Health Shows geared towards the younger and first time consumers. The Shows will focus on education of terms, etc. and actual hands-on training. They can be arranged on a small scale, e.g. a booth at a mall, to a larger event at a local hall with many booths. We will donate a portion of sales of the new Tropical flavour towards slimming research. This will be displayed on all advertisements associated with the new flavour product. PRODUCT TAGLINE THE TROPICAL SILENCE THAT BRINGS HARMONY TO YOUR HEALTH PRODUCT VIDEO * Please refer to attached flash video* SECTION 6.0 SITUATION ANALYSES GIANT S.W.O.T. ANALYSES GIANT CUSTOMER GIANT STRENGTHS WEAKNESS C H A N E L Hypermarket Wide distribution network with high number of stores. (Total: 110 outlets, EM: 10 outlets and PM: 91 outlets) Giant operation team welcome in-store approaches on tactical promotions (priority given to top suppliers) Store layout with event area for in-store activities Space allocation for activities at Kids Playground. Issues at HQ:- No yearly promotion calendar to be furnished to suppliers for promotion planning. No full control over space allocation at store level for promotions Scan sales data provided to Category Captain limited to 7 Hypermarkets. No standard concept for HS display at CS/Supermarkets due to no plan-o-gram design for these channels. Plan-o-gram of stores is sometimes influenced by competitor Issues at DC:- No system to measure on-time delivery to stores. Weakness of delivery window to stores (too big gap from date of orders receipt to delivery that cause stock issues at store level. Capacity issue to manage high stock weight/turnover. Issues at Store Level:- Some of the store buyers are lack of understanding of internal SOP and not discipline in ordering -> lead to replenishment issues at store level. Service problems of Chilled vendors to supermarkets/CS Supermarket Cold Storage GIANT CUSTOMER GIANT OPPORTUNITIES THREATS C H A N E L Hypermarkets Low store productivity due to issues at DC and store level. Store expansion (5 hypermarkets 10 supermarkets) Joint forecast with Giant in order to have smooth pipeline to stores and improve forecast accuracy. Nestle is given priority by DC on storage and delivery to outlets (due to top-to-top agreement on sales target and incentives). Consistency in stock deliveries of competitors that helped their AV at store level and promotion execution. Supermarket SOS improvement by initiating plan-o-gram for CS/ Supermarkets and influence store buyers to allocate more SOS to DL products. Customised promotion for Supermarkets/CS that has different shopper profile. Cold Storage GIANT DLMI IN CUSTOMER (GIANT) DLMI VS COMPETITION STRENGTH WEAKNESS OPPORTUNITIES THREATS C A T E G O R I E S Chilled We are No. 3 suppliers in Chilled category after Cotra and FN. Strong brand equity. We are lack of focus in Chilled compared to Ambient and no creativity in promotion activity. Our facing is less prominent compared to competitors. According to Giant CM, shopper behaviour is trending towards bulk purchase in chilled category. Customized promotion in Giant to associate DLMI image of dairy expert Competitors (Cotra and Nestle) are dominant in this category. RTE We are No. 2 supplier in this category after Nestle. We are offered lower margin to Giant compared to other suppliers. Multipack promotion (Buy 4 at RMxx) to encourage bulk purchase. Mini road show for LF RTE and DKY in order to bring new excitement to shoppers. Stiff competition from Nestle:- 60% contribution to total sales Deep pocket and react fast to competition. Category captain. Dominant SOS at store level. Shine DKY Continual innovation from DLMI who has strong market share in DKY segment. Creative to bring new things to shoppers, Lack of communication for benefits of green tea extract to the shoppers although its one of the key selling points. Based on TNS research, we are strong in retail chain with high % of Chinese compared to those with high % of Malay (i.e. Giant). Lack of margin to retailer (as above for RTE). Communication of product benefits via sampling at selected stores. Giant has the right shopper profile for SHINE to build a bigger consumer base. Promotion differentiation (i.e. TP FOC premium) to target Giants shoppers (Based on TNS research, promotion with premium giveaway is proven effective in this category). Customized promotion for CS that captured the target shoppers. Explore TP/Triple packs promo to increase volume. Road show to create awareness and enhance communication to the target shoppers. TESCO S.W.O.T. ANALYSES TESCO CUSTOMER TESCO STRENGTH WEAKNESS OPPORTUNITIES THREATS C H A N E L Hypermarket Tesco is well-positioned for further growth to be No. 1 Retailer Limited products range offer to customers as Tescos selection on high quality products, good turnover brands and high profit margin. Strong expansion with 10 outlets opening (5 in Q2-Q3 2 in Q4) No full control and influence over space allocation as category captain. Competency in supply chain management and efficiency. Centralized system in Tesco that facilitates its EDLC operating model whilst building service levels. Tescos regulation leads to inflexibility in execution such as no premium, no cross-category promo etc. With the strength of operating system and supply chain in Tesco to drive efficiency and improve stock turn ratios. Joint forecast is required especially during promotion to maximize the sales opportunity. Tesco is a value-led retailer; its pricing policy is to be the right price on all comparable products versus the benchmark and to be the best value retailer. Tescos ability to gain customer insight, perform robust customer segmentation and deliver personalized marketing communication from its Club card loyalty Facing difficulties on stocks replenishment to be influenced at store level as store buyers are very dependent on system. The shopper behaviour insight gained from Tescos loyalty card data is currently used by Tesco in strategic decision-making, and to drive promotional activity Tesco has developed great expertise in private label development, and enable it to differentiate its offer from its competitors, build brand loyalty, grow margin and demonstrate both price and quality credentials. With the strong operating system and strategy having by Tesco, strong influence power from HQ to store level on execution and operation issue to leads the smooth process Have long term initiatives calendar plan (12 month rolling initiatives calendar) in order to work closely with Tesco (eg, PG, Nestle and Dumex) Tesco is growing aggressively to become big player in the retail market and it has market leading position which empowered them to have better negotiation power and demand against suppliers. PRODUCT COMPETITION ANALYSES Type DLMI Chilled Products Competing Products Eating Yoghurt Low Fat Nestle Fat Free, Marigold 0% Fat, FN Alive, Private Label Drinking Yoghurt Low Fat SHINE Nestle Bliss, Sunglo Lassi, Private Label SECTION 7.0 ACTION PLAN / IMPLEMENTATION Objective To be the strong No 2 position in the chilled market Selected strategy To focus on major promotion with 3 major fair and to participate in milk campaign Action Who By When Resources Measures To maintain at least 3 times promotion KAM TM Mac, July Nov Mktg Incremental of 80% 90% To participate in 3 major fair Milk For Life campaign KAM TM Jun Mktg Anniversary Milk For Life Campaign. Promotion generates about 200-400% growth, approx RM 700k To explore carton sales KAM Quarterly TM Mktg Especially on RTE and DKY To create customized pack KAM Jun TM Mktg Especially on RTE and DKY SECTION 8.0 CONCLUSIONS To conclude, even though chilled category is still at its infancy stage, the potential to grow is there. More and more Malaysians are becoming more health conscious and they are constantly looking for new exciting reasons for them to continue staying healthy. Other than that, Malaysians also tend to only buy chilled products only during promotions periods or when and as needed. Therefore such a mindset should be change and Dutch Lady should be a trend setter for such changes to happen. The proposed of this new flavor is also an opportunity for DLMI to open a new window to educate the consumers that besides exercising, the only way to stay healthy is to eat and drink healthy too. The author would again reiterate that all data provided are drilled solely by the author alone. The sources of the data taken are from the programmes and third party software that capture real life scan sales data and consumer off take.

Mattel Essay -- essays research papers

1) What was Jill Barad’s primary goal for Mattel in 1996? What strategy did she choose in order to pursue these goals? Answer: The primary goal of Jill Barad for Mattel was to increase earning per shares by 15% per annum compounded before the effects of any acquisitions. The following are the 4 elements of her strategies: 1.  Ã‚  Ã‚  Ã‚  Ã‚  Continue with the highly profitable practice of extending the company’s existing brands (e.g. she had plans to further develop a line of collectible Barbie dolls); 2.  Ã‚  Ã‚  Ã‚  Ã‚  Develop new product categories, particular in boy’s toys and board games where Mattel had traditional been weak. It could be accomplished through internal product development or by acquiring an emerging company and then growing its business through further investments. 3.  Ã‚  Ã‚  Ã‚  Ã‚  Expanding overseas market sales to more than 50% of Mattel’s total; 4.  Ã‚  Ã‚  Ã‚  Ã‚  Cost reductions by outsourcing production to low-cost foreign factories in places such as China. 2) Why did Barad’s strategies fail to generate the profit growth she had planned? Could better planning have helped Barad anticipate market trends? Answer: The following are the number of problems that had stymied Barad’s strategies: l  Ã‚  Ã‚  Ã‚  Ã‚  Parents were buying fewer toys and shifting their spending to computer software and video games for their children; l  Ã‚  Ã‚  Ã‚  Ã‚  Parents were shifting the spending ...

Customer Relationship Management and Sales Force

Chapter7 ANSWERS TO DISCUSSION QUESTIONS 1. How is e-business â€Å"redefining old business models, with the aid of technology, to maximize customer value? e-business is more than just buying and selling of products and services through the means of digital media. Whereas e-commerce concentrates on buying and selling, e-business encompasses e-commerce and a whole lot more. For example, e-business includes both front – and back-office applications that form the engine for modern business. e-business is redefining old business models through the aid of technology, to maximize customer value. -business is the use of the Internet and other networks and information technologies to support electronic commerce, enterprise communications and collaboration, and Web-enabled business processes both within an internetworked enterprise, and with its customers and business partners. 2. Why is there a trend toward cross-functional integrated enterprise systems in business? Cross-functional information systems are integrated combinations of business information systems that share information resources across the functional units of an organization.Integrated systems allow the same data to be used for multiple applications; information output from one function can easily become data input to another function. Only one integrated database needs to be maintained. Many organizations are using information technology to develop integrated cross-functional enterprise systems that cross the boundaries of traditional business functions in order to reengineer and improve vital business processes all across the enterprise.These organizations view cross-functional enterprise systems as a strategic way to use IT to share information resources and improve the efficiency and effectiveness of business processes, thus helping an e-business attain its strategic objectives. 3. Do you agree that â€Å"ERP is the backbone of e-Business†? Why or why not? it can be argued that enterpr ise resource planning (ERP) could certainly be considered the backbone of e-business. Businesses today must be deeply involved in coordinating and conducting business in the new economy.Through technologies such as the Internet and other networks and information technologies businesses are able to support electronic commerce, enterprise communications and collaboration, and Web-enabled business processes both within an internetworked enterprise, and with its customers and business partners. 4. Refer to the Real World Case on Charles Schwab and Others in this chapter. What are the most important HR applications a company should offer to its employees via a Web-based system? Why?There are a number of important HR applications that a company can and should offer their employees via a Web-based system. No matter what applications a company provides it must ensure that they are accurate, up to date, and provide the employees with the information they want. The purpose of the system is to free up the time for HR management to be more efficient in planning HR strategies than being burdened with boring paper work. For the employees, they want to be able to have access to the information that pertains to them, and the information that they need to satisfy their inquiry.Employees are interested in issues such as pay and benefits, pension funds, stock options, vacation time, career opportunities, training and development initiatives, and other related personnel issues. 5. How do you think sales force automation affects salesperson productivity, marketing management, and competitive advantage? Sales force automation is the use of computers to automate sales recording and reporting by sales people as well as communications and sales support.It improves productivity by saving time otherwise spent on manual creation of records, reports, and presentations; it improves communications and accessibility to information to support sales activities; and it may help in planning sale s tactics. Increasingly, computers and networks are providing the basis for sales force automation. In many companies, the sales force is being outfitted with notebook computers that connect them to Web browsers, and sales contact management software that connect them to marketing websites on the Internet, extranets, and their company intranets.Sales force automation has resulted in increasing the personal productivity of salespeople, dramatically speed up the capture and analysis of sales data from the field to marketing managers at company headquarters, allows marketing and sales management to improve the delivery of information and the support they provide to their salespeople. Many companies view sales force automation as a way to gain a strategic advantage in sales productivity and marketing responsiveness. 6. How can Internet technologies be involved in improving a process in one of the functions of business?Choose one example and evaluate its business value. it will be relati vely easy for them to choose from any of the various functions of business such as accounting, marketing, manufacturing, retailing, operations, and so on. In response to this question, the accounting function was chosen. Accounting information systems are being affected by Internet and client/server technologies. Using the Internet, intranets, extranets, and other network changes have been made to the traditional methods of capturing and processing accounting data.As well, these technologies have assisted in how accounting information systems are being used to monitor and track business activity. The online, interactive nature of such networks calls for new forms of transaction documents, procedures, and controls. Many companies are using or developing network links to their trading partners through the use of the Internet or other networks for applications such as order processing inventory control, accounts receivable, and accounts payable.These advances in the accounting function have resulted in major improvements in the capturing, reporting, processing, and increased accuracy of the data. Thus, realtime processing of accounting information enables executives to make better and more informed decisions involving their firm’s resources. 7. How can the Internet technologies improve customer relationships, and service for a business? CRM is described as a cross-functional e-business application that integrates and automates many customer-serving processes in sales, direct marketing, accounting and order management, and customer service and support.Examples of business benefits of customer relationship management include: †¢CRM allows a business to identify and target their best customers; those who are the most profitable to the business, so they can be retained as lifelong customers for greater and more profitable services. †¢CRM enables real-time customization and personalization of products and services based on customer wants, needs, buyin g habits, and life cycles. †¢CRM can keep track of when a customer contacts the company, regardless of the contact point. CRM enables a company to provide a consistent customer experience and superior service and support across all the contact points a customer chooses. The key to survival today is through improved customer relationships. The Internet has enabled interactive marketing between a business and its customers. The Internet can improve customer value, as the customer becomes closer to the business. Through interactive marketing methods, the needs of the customer are being better served. Relationships between customers and business are also greatly enhanced, and businesses are better able to provide their customers with the services requested. . Refer to the Real World Case Harrah’s, DuPont, and Otis at the end of the chapter. What are several e-business applications that you might recommend to a small company to help it survive and succeed in challenging econo mic times? Why? Small businesses as well as large businesses must make serious attempts to ensure that they have a Web presence. Customers are turning to the Web as a means of conducting business, and the growth in B2B has been exceptional. Final consumers are also ordering more products and services through the use of technology such as the Web.Small businesses can also have a successful website where they can offer their products and services to customers. Ensuring that the site is easy to navigate and order from is a major key to its success. If you are not going to actually sell products and services online, you can still use e-business applications to order from your suppliers online. By doing so, small businesses order products for just-in-time delivery, reduce inventory charges, and enable them to shop / â€Å"click† around for better deals. 9. Which of the 14 tools for enterprise collaboration summarized in Figure 7. 13 do you feel are essential for any business to ha ve today?Which of them do you feel are optional, depending on the type of business or other factor? Explain. This question will vary, and much depends on what type of organization they are applying these enterprise collaboration tools to. For this exercise we will assume that the student is applying the tools to an engineering environment requirement where the job is being designed in the United States, but being constructed in Argentina. Students can easily include and justify the requirement for all of the tools outlined in the electronic communication, electronic conferencing, and collaborative work management tools.However, if a student were to present the case of a university who does not offer extension courses, they may feel that there is no requirement for the school to use electronic conferencing tools. 10. What is the role and business value of using Internet technologies in supply chain management? The goal of supply chain management is to give customers what they want, w here they want it, and at the lowest possible cost. The goal of SCM is to: †¢Reduce costs †¢Increase efficiency †¢Increase profits †¢Improve supply chain cycle times Improve performance in relationships with customers and suppliers †¢Develop value-added services that give a company a competitive edge According to the Advanced Management Council, supply chain management has three business objectives: †¢Get the right product to the right place at the least cost. †¢Keep inventory as low as possible and still offers superior customer service. †¢Reduce cycle times. Supply chain management seeks to simplify and accelerate operations that deal with how customer orders are processed through the system and ultimately filled, as well as how raw materials are acquired and delivered for manufacturing processes.Businesses are increasingly dependent upon Internet technologies to improve their efficiencies. For example, companies are spending time and resour ces in improving their systems with those of their customers, partners, and suppliers. Through these improved systems, companies are better able to integrate interenterprise supply processes in order to improve manufacturing and distribution effectiveness. Companies are given SCM top priority and making it a large part of their e-business initiatives. By serving their customers better than their competitors, they are able to maintain and perhaps gain market share.

Visual Representation Is Our Cultural Dictator - 1876 Words

Visual representation is our cultural dictator, the general sense of the word is ‘the description or portrayal of someone or something in a particular way’ (Oxford Dictionaries., 2014). In terms of design it’s ‘the depiction of someone or something in a work of art’ (Oxford Dictionaries., 2014). Representation is constructed of social values; it influences status, class and politics. The ‘circuit of culture’ (Hall, S., 1997, p.1) is the system in which society operates; it includes identity, production, consumption, regulation and representation. To understand this circuit, we must understand the substances of culture, ‘It’s said to embody the best that has been thought and said in a society. It is the sum of great ideas, as represented in the classic works of literature, painting, music and philosophy –the ‘high culture’ of an age.’ (Hall, S., 1997 p.2) Fuelling 21st century culture is the economics and marketing of the first world. The desire to consume is the notion of creating a persona through visual identity. Representation ‘in the physical sense is presenting oneself’, (Williams, R. 1978, p.266) it’s realised that consumption is complicated because it’s dictated by individual taste. Humanity resembles chameleons, in the present day we are exposed and adaptable to fast fashion. Mass produced high-street clothing imitates couture fashion. At factional prices, cheaper quality alternatives are obtainable to the working class, therefore trends are quickly outdated andShow MoreRelatedMale Latinos in the Media1038 Words   |  4 P agesaccentuate masculine violence (Baugh, 260). Cultural scholar Arthur Pettit sees through movies and TV the Latino male as †¦the greaser as half-breed, as peon, as bandit, even as dictator-king, in what Pettit calls conquest fiction (Baugh, 260). 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