Strategists in Human Capital!
Affinity International Consulting presents Futurepoint

Friday, May 31, 2013

The Ideal Candidate!

What are the characteristics of the ideal candidate? Read on................................................
1. Flexibility: The ideal candidates will not be a ‘walkover’ (if you can walkover them, so can clients and suppliers), but will have a flexible outlook and be able to change their approach regularly and respond quickly to changes in your business or department strategy that are necessitated by an unpredictable internal and external environment. Flexible staff will make your organization agile and able to quickly respond to market forces.
2. Adaptability: This is different than flexibility where changes may be temporary or fluctuating. Adaptability is about being able change and let go of an established way of working (forever) and to adjust to a new, often radically different way of working for the good of the business. Adaptable people can let go of legacy systems and help your business move forward into the new age; rigid professionals may hold your business back in these circumstances. Seek out adaptability.
3. Intercultural Adaptability: A recent research report by Booz Allen Hamilton, Ipsos Public Affairs and the British Council shows that employers are now valuing inter-cultural skills as much as skills and experience. Fifty-eight percent of U.S. employers see inter-cultural skills as very important, and in the UK this figure is 70 percent. Inter-cultural adaptability means being able to understand and accept different cultural viewpoints and contexts, speaking foreign languages (ideally in international destinations of strategic concern to your firm), and being open to new ideas and ways of thinking.
4. Generational Flexibility: Even though Baby Boomers have just started retiring, we are working in a world with four generations (Traditionalists, Boomers, Gen X, Gen Y) working alongside each other from an internal and external perspective. Workers who have the generational flexibility to be able to adapt their communication and collaboration style to suit different generations should be able to collaborate better and be more effective.
5. Early Adopting Technology Evaluator: There is no doubt that used well, new technologies can create efficiencies and open up new opportunities for your business. Employees who can spot new technologies as they hit the marketplace, evaluate their usefulness to your business and deploy those that promise to make most impact, can help give you first mover advantage over your competitors.
6. Collaborator/Team workers: While focused, committed and cohesive teams are in, Silos and isolated teams are out, big time. The efficiencies, mistakes and inappropriate end products that come from ‘siloed’ working can be ultimately damaging. Ideal candidates can form cohesive teams but can come together and work collaboratively across functions as part of the overall business team.
7. Able to Spot an Opportunity/Customer Centric: This is especially important in small business (the engine of many economies), where workers need to wear multiple hats. There is no hiding place in small business; all employees must be able to engage with clients face to face or on the phone as they represent your brand and can win and lose business/clients from their behavior or lack of appropriate behavior when in contact with clients. Can you really afford to have an employee in a small firm who is unable to effectively relay a lead from a potential new client, or who cannot handle/escalate a client concern?
8. Leadership Flexibility: Research tells us that the most effective leaders have a flexible leadership style and regularly deploy up to six different leadership approaches: Coercive, Authoritative, Partnering, Democratic, Pacesetting and Coaching. The ideal leader will have the ability to deploy at least four of these styles on a regular basis.

Graduate Jobs 31st May

Diageo  60 reviews - Dublin
About our Ireland Sales and Marketing Graduate Programme. attending an annual ‘Connect’ learning event, which takes place in a major European city and involves...
Diageo 15:02
Diageo  60 reviews - Dublin
About our Ireland Sales and Marketing Graduate Programme. attending an annual ‘Connect’ learning event, which takes place in a major European city and involves...
Diageo 15:02
Manpower  1,728 reviews - Dublin
You will start on the company’s graduate programme where full training will be provided. They are in the process of setting up their European HQ in Dublin city...
Manpower 18:29
RECRUITMENT PLUS - South Dublin, County Dublin
Recruitment Plus now offer candidates who are graduates , but with commercial experience, a great opportunity to break into medical devices sales with a...
RecruitIreland.com 17:03
Morgan McKinley - Dublin
Degree in Business/Finance/Maths (1.1 or 2.1). Must have the desire to complete accountancy qualification (ACCA/ACA/CIMA)....
Easily apply to this job
Morgan McKinley 18:26
University College Dublin - Dublin
Further information, (including application procedure) should be obtained from the UCDGraduate Studies website at:....
Academic Positions 11:05
CPL Ireland - Dublin
Norwegian speaking graduates required for international experience abroad onsite important IT Multinational - €23.000/year....
Careerbuilder.nl 6:56
EXCEL RECRUITMENT - Cork
Progressive Leaders, in other words, who enjoy making decisions and take real satisfaction from producing amazing results....
RecruitIreland.com 17:09
EXCEL RECRUITMENT - Galway
Progressive Leaders, in other words, who enjoy making decisions and take real satisfaction from producing amazing results....
RecruitIreland.com 17:08
Manpower  1,728 reviews - Dublin
This outstanding opportunity will provide Graduates with exposure to various elements of this exciting business....
jobsearch.ie 7:16
Abbott Laboratories  227 reviews - Leinster
Technical support and troubleshooting skills. To assist in product development/improvement projects, in compliance with Q04 series requirements....
Abbott Laboratories 15:19
Dublin
The successful candidate will also receive on-the-job training and complete self-study modules. Providing support to the Communications and Public Information...
Law Society of Ireland 13:26
ION Trading - Dublin
450+ CAO points at Leaving Certificate (or equivalent) is essential. (Please list your subjects and grades)....
gradireland.com 14:50
Kainos - Dublin
Demonstrable awareness of business and operational environments into which solutions have been delivered is essential, along with the following:....
RecruitNI.com 9:24
Dublin
Management (of staff / volunteers / interns);. Writing/editing skills. Motivation and ability to work on own initiative;....
Activelink.ie 21:37
FK International - Dublin
Minimum 2.1 (Hons) in a relevant finance/business related degree. Strong attention to detail. Ability to work under pressure and to tight deadlines....
FK International 17:45
Boston Scientific Corporation  169 reviews - Clonmel, County Tipperary
Assists in the development and analysis of process, product, material or equipment specifications and performance requirements....
Boston Scientific Corporation 8:56
MATRIX RECRUITMENT - Kilkenny
Experience of leading and managing people (will consider graduate with 2 years experience in manufacturing )....
RecruitIreland.com 17:03
Cognizant  471 reviews - Dublin
Deep knowledge of at least one area of specialization. Needs to understand quality processes within Cognizant. Theoretical knowledge of concepts and technology....
Cognizant 20:55
Dublin Institute of Technology  2 reviews - Dublin
DIT RESC welcomes applications from talented and motivated students who hold (or are about to complete) a Bachelors Degree in Physical or Life Sciences or a...
Euraxess 12:18

Thursday, May 30, 2013

Walmart case study

When most firms were struggling in 2008, Wal-
Mart increased its revenues from $348 billion in
2007 to $378 billion in 2008. Wal-Mart’s net income
increased too, from $11.2 billion to $12.7 billion—quite
impressive. Fortune magazine in 2009 rated Wal-Mart
as their 11th “Most Admired Company in the World” in
terms of their management and performance.
Wal-Mart Stores continues to expand internationally,
particularly in emerging countries such as Brazil and
India. From 2009 to 2013, Wal-Mart plans to devote 53
percent of its international spending to emerging markets,
up from 33 percent in the prior five years. The
company plans include remodeling U.S. stores rather
than adding new stores and going to smaller stores.
Wal-Mart’s capital expenditures in the year ending
January 2010 were $5.3 billion, up from $4.8 billion the
prior year.
As electronics retailer Circuit City was declaring
bankruptcy and liquidating in 2008, Wal-Mart was
beefing up its electronics product line, directly attacking
Best Buy. The two firms today are in a dogfight to
obtain the millions of electronics products customers.
Best Buy was Fortune’s 44th “Most Admired Company
in the World” in 2009.
Wal-Mart recently revamped the electronics departments
in its 3,500 U.S. stores to make them much
more interactive and roomier. The company wants
all the business that Circuit City’s failure left and
also wants all of Best Buy’s and Amazon’s business.
Wal-Mart now carries sophisticated electronics products
such as Research in Motion Ltd.’s Blackberry
smart phones, Palm Inc.’s Pre smart phone, and
Blu-ray disc players. Wal-Mart in June 2009 began
selling Dell Inc.’s new Studio One 19 touch-screen
computers.
Wal-Mart Stores is bigger than Europe’s Carrefour,
Tesco, and Metro AG combined. It is the world’s number
one retailer, with more than 7,870 stores, including
about 890 discount stores, 2,970 combination discount
and grocery stores (Wal-Mart Supercenters in the United
States and ASDA in the United Kingdom), and 600 warehouse
stores (Sam’s Club). About 55 percent of its Wal-
Mart stores are in the United States, but the company
continues expanding internationally; it is the numberone
retailer in Canada and Mexico and it has operations
in Asia (where it owns a 95 percent stake in Japanese
retailer SEIYU), Europe, and South America. Founder
Sam Walton’s heirs own about 40 percent of Wal-Mart.
Wal-Mart is a corporate leader in sustainability. The
company in 2009 alone installed rooftop solar arrays on
20 stores and warehouses in California and Hawaii.
A Wal-Mart partner, BP Solar, installs, maintains, and
owns these systems.
Perhaps more importantly, Wal-Mart in July 2009
unveiled a new environmental labeling program that
requires all its vendors to calculate and disclose the full
environmental costs of making their products. All vendors
must soon distill that information into Wal-Mart’s
new labeling system, thus providing product environmental
impact information to all Wal-Mart shoppers.
This new Wal-Mart program may redefine the whole
consumer products labeling process globally by the year
2012.
Source: Based on Geoff Colvin, “The World’s Most Admired
Companies,” Fortune (March 16, 2009): 76–86; and Miguel Bustillo,
“Wal-Mart Puts Green Movement Into Stores,” Wall Street Journal
(July 16, 2009): Al.

PORTERS FIVE FORCES


Porter’s 5 Forces model is an excellent tool to analyze the structure of the competitive environment. Two important forces are the bargaining power of customers and the bargaining power of suppliers.
Supplier power is represented by their ability to determine the terms and price of supply and will increase if there are fewer suppliers than buyers, if the organization is not a key customer for the supplier, or if their industry is not attractive for suppliers.
 
Buyer power refers to the pressure that customers exert on companies to obtain high quality products and services at lower prices. Buyer power increases when there are few buyers and many sellers in the field, or when products are not significantly differentiated and can be easily substituted. For the seller, buyers’ demands represent costs. This means that the stronger the buyer is, the less profit available for the seller, which is why many companies try to develop strategies that reduce the power of buyers.
 
Another set of forces included in this model are the threats of new competition and substitute new products.
 
Profitable markets are more likely to attract new entrants, especially if there is considerable profit to be earned and barriers to entry are low. Newcomers increase the level of competition and also decrease profitability for existing companies. However, there are methods to control this threat, such as through regulation, patents, capital requirements, access to distribution, brand identity, absolute cost advantages and government policy.
 
Substitute products are viable, alternative choices of products or services that the customer can make which meet the same needs as the original product. An example would be MP3 downloads which meet the same need as CDs, or mobile phones with cameras which satisfy the same need as digital cameras.
As with reducing the threat from new competitors, companies can use different strategies to protect their products using trademarks, patents or strong branding to differentiate them from substitute products.
 
Competitive Rivalry
 
The last force involved in this model is the intensity of competitive rivalry, which is the major determinant of competitiveness of the industry for most companies. It also relates to the rest of the forces described above. If an industry is easily accessible to new entrants or if it is easy for customers to choose substitute products, we can say that competitive rivalry is likely to be high.
 
Competitive rivalry also depends on factors such as the structure of competition, degree of differentiation, or strategic objectives. As is mentioned in the video, two more forces can be added; social factors and the economic environment. These can sometimes be seen in government actions which have an important influence on business in some countries, and the internal rivalry which occurs between departments of the same company.
 
Using the Model
 
In order to turn this model into an efficient tool, we need to work with real figures, otherwise it is a subjective and abstract framework. We need to justify and quantify statements otherwise it will remain purely conceptual. An in-depth analysis of the five forces would include questions on:
 
Key forces at work in the competitive environment
Underlying elements driving competitive forces
Whether there will be any change of competitive forces
Strengths and weaknesses of competitors in relation to the competitive forces
Whether competitive strategies can influence competitive forces
 
Having a clear view of these elements can help the organization decide where best to allocate its resources.

Tayto Ireland and Walkers UK - Crisp Wars

Case 2 Tayto Ireland and Wa l kers UK - Crisp Wars
I reland's lea d i n g bra n d of crisps (or ' potato chips' as they are cal led in some countries),
'Tayto' , has dominated the Irish savoury snack market for 40 years. Every week the Tayto
G ro u p produces and sells eight m i l l ion packets of crisps and snacks in a cou ntry with a
popu lation of less than fou r m i l l i o n . This means that, on average, every Irish person consumes
a lmost 1 00 packets a year.
However, Tayto's position is now un der threat. British company Wal kers, backed by
the m u scle of its parent company Frito Lay and Frito Lay's owner, the giant Pepsico corporation,
lau nched the U K 's most popular brand of crisps in the Republic of Ireland on
1 7 M a rch 2000 (St Patrick's Day). According to Andrew Hartshorn, Walkers' brand
manager for I reland, Walkers i ntends to capture a 'substa ntial share of the [Irish] ma rket
quickly. ' Indeed, Walkers a ppear to not only want to eat up ma rket share, but to change
the way Irish consumers see crisps. While Taytos genera l ly come i n d i n ky 2 5 gram bags
a n d are replete with the skin shavings and blemishes of the potatoes they once were,
Wal kers is a crisp without blemish. They come with a m i n i m a l trace of vegeta ble oil i n
bigger servings with a modern foil b a g decorated i n t h e global Frito Lay format.
While Wa l kers is now backed by a n American pa rent, Tayto has recently gone the
other way, ret u r n i n g to I rish ownership after U S fi rm TLC Beatrice sold it to the Irish
d ri n ks com pany C antrell & Cochrane.
All of Irela n d 's crisps were i mported from the U K u ntil M r Joe M urphy from Dona bate,
Cou nty D u b l i n fou nded the Tayto Compa ny in 1 954. M u rphy, an enthusiastic crisp-eater,
fou n d the crisps available in h i s day to be bland and i nsipid (the only flavouring option
available a mou nted to a little bag of salt contai ned in each packet for 'self-spri n k l i n g ' ) .
He lau nched his crisp company on O ' Ra h i l ly Parade in D u b l i n with one va n a n d eight
e m ployees, some of whom were to work for him for over 30 years.
M u rphy's biggest claim to fame was his i nvention of cheese a n d onion flavoured
crisps - a flavour perfected by one of those original eig ht, Sea mus Burke, on what was
effectively nothing more sophisticated than a kitchen table. C heese-and-onion is now
the top sel l i n g flavour in I reland and in the UK where Murphy's i n n ovation was q u ickly
copied.
Origina lly Tayto's were produced by hand using two sets of deep-fat fryers. But the
com pa ny g rew q u ickly, a ided by the financial association with Beatrice who fi rst
acq u i red a stake i n the company i n 1 96 5 . Factories were built i n Rath m i nes, Harold's
C ross and Coolock, a l l in the D u b l i n a rea . Tayto now employs over 2 50 people and
boasts a low staff tu rnover as testi mony to the family atmosphere of the company.
304 Cases a n d Furth er Source Ma terial
Tayto's s u p ply and distribution chains go deep i nto the I rish fabric. It only uses Irish
potatoes g rown u nder contract by farmers with whom Tayto have been associated for
many years, and it has developed an i ntricate distribution network. Tayto's distr i butes its
crisps through one of the l a rgest d irect van sales operations in the country, with 1 0
reg ional depots located through Ireland serviced by a roving fleet of 3 5 Tayto's vans. This
provides a 99 per cent domestic distri bution level - a q u ite rem a rkable feat given the sti l l
r u ra l nature o f l a rge pa rts o f I relan d .
To f u rther consolidate these channels a central distribution centre was created i n
1 996 i n Ballymou nt, D u b l i n . T h e centre is fully a utomated and contains 1 0 automated
loading bays, with the capacity to hold in excess of 1 50 000 cartons of crisps. All types
of outlets a re serviced by this system : s u permarket chains, pu bs, newsagents, g a ra ge
forecou rts, off-licenses and i n dependent owner-operator stores, a n d Tayto g ua ra ntees
that each customer receives fresh product t h roug h weekly service calls.
The result: al most every shop i n I reland - from the biggest supermarket to the smallest
i ndependent corner g rocer to the most remote petrol station - promi nently displays
Tayto crisps, a big factor in a m arket where it is estimated that a p p roximately half of a l l
sales a re i mp ulse p u rchases. F i n d i ng a n I rish person, or a nybody with a connection to
Irelan d , who is u naware of the brand is a difficult task. Indeed, the way in which some
Irish speak of Tayto crisps seems to i n dicate a kind of spiritual attachment. In a recent
su rvey of brands, Tayto was rated the third biggest Irish brand a n d first in the g rocery
sector.
While Tayto holds a domestic ma rket position enjoyed by few i ndigenous consumer
brands (in 1 999, it held 60 per cent of I relan d 's crisp ma rket, a n d the second h i g hest
sel l i n g brand, ' King C risps', is also owned by Tayto), it has no official export busi ness i n
a n i ncreasingly global savoury snack market. However, there a re what cou ld b e called
' i n dependent i n itiatives' that bring Tayto crisps to the world. It is often clai med that
there a re more I rish living outside of I reland than wit h i n , and packets of Tayto a re regul
a rly dispatched to Irish emigra nts from friends a n d fa mily at home. M a rtin McElroy, a n
Irishman now living in P h i ladelphia, h a s developed an agency that now orders over
1 00 000 bags of Tayto a week which he sel l s throug h local wholesalers: ' It's wonderf u l
t o see t h e reaction o f a l l t h e I r i s h people here w h e n they wa l k i nto a shop and there is
a box of Tayto C heese & O n i o n , ' claims McElroy. 'But the Americans a re rea l ly developing
a taste for them too. In fact, I can see that Tayto will be regarded as the l ux u ry i mport
in the same way that many American products such as Nachos a re regarded at home
[ I relan d ] . ' The crisps a re reta i l i n g for $1 a pack, twice what they sell for i n Irish stores.
Wal kers can also trace its h istory back 500 years. As a local pork butcher in Leicester i n
t h e E n g l i s h mid lands, Walkers began prod ucing crisps as a way o f utilizing staff a n d
facil ities i n its s m a l l factory w h i l e meat was heavily rationed after World W a r I I . It began
to expand i nto other B ritish regions a round 20 years ago. In recent years, with the backing
of it's new parents and the hel p of a big ma rketing budget wisely spent, particula rly
on television advertisements featuring B ritish soccer stars, it has become the U K 's second
most powerful grocery brand after C oca-C o l a . Wa l kers now boasts a n n ua l sales of wel l
over £300 m i l l ion and 65 p e r cent share o f t h e U K crisp sector.
Walkers/Frito-Lay/Pepsico are taking the Irish launch of its products very seriously. It has
given away more than a million free packets of crisps and made a n I rish variation on its
theme of soccer-sta r television advertisements staring Roy Keane, a n Irish midfielder who
now plays for Manchester U n ited and is one of the highest paid players i n the English
footba l l league. Andrew H a rtshorn explains that the h uge marketing budget that Walkers
is currently using to push its crisps in Ireland is a 'long term investment' - a strategy which
Cases 305
is part of a bigger global picture. Success i n Ireland, E u rope's fastest growing economy
and Wal kers fi rst overseas target, will help the com pa ny develop the k nowledge, experience
and confidence necessary to lau nch i nto other E u ropean countries.
Evidence from N o rthern I reland does not bode wel l for Tayto. W h i le the Tayto
bra n d (owned by a d i fferent company in the North) is sti l l widely reg a rded, Wa lkers
rep l a ced it as the best-se l l i n g crisp in j ust t h ree yea rs. However, there a re many
cultural a n d busi ness factors that make the Repu b l i c a different m a rket - not least of
which is the clout of the myriad of smaller i n dependent stores who sti l l contr i b ute a
m uch h i g her percentage of sa les than in Brita i n or the US a n d with whom Tayto's has
long sta n d i n g re lati o n s h i ps. Tayto's m a n a g i n g d i rector, Vi ncent O ' S u l l i va n , su bseq
u ently believes that Tayto ca n com pete a g a i nst the m i g ht of the m u ltinational
threat: 'We ' re not g o i n g to g ive away ma rket s h a re to a nyone: i n sists O ' S u l l iva n .
'What [Wa l kers] are g o i n g t o f i n d out i s that it's a very com petitive m arket with
stro n g local bra n d s . '
C a n Tayto survive i n t h e face o f t h e th reat from Walkers a n d t h e global brands l i ke
Pringles that a re sure to fol l ow?
2 Develop a strategy for Tayto built a round what you believe to be the ethos of the
company.
Sources: This case draws from www.taytocrisps and 'The Crisp Wars', Cara Magazine
Postscript: Joe 'Spud' M urphy died in November 2001 . Many obituaries were published in the
newspapers of Ireland and Britain expressing the individuality and kindness of the man and hailing
him as the very acme of the Irish entrepreneurial spirit
Case

strategic case analysis - MADONNA

case one
Madonna
Robert M. Grant
THE STRUGGLE
In July 1978, shortly before her 20th birthday, Madonna Louise Ciccone arrived in New
York City with $35 in her pocket. She had left Ann Arbor where she was majoring in
dance at the University of Michigan. Madonna was raised in the suburbs of Detroit. The
third of eight children, her mother had died when she was 6 years old. Her prospects
in the world of show business looked poor. Apart from her training in dance, she had
little musical background and no contacts.
Life in New York was a struggle. “I worked at Dunkin’ Donuts, I worked at Burger
King, I worked at Amy’s. I had a lot of jobs that lasted one day. I always talked back to
people and they’d fire me. I was a coat-check girl at the Russian Tea Room. I worked at
a health club once a week.”1 She spent a few months training with the Alvin Ailey
Dance Theater and had a succession of modeling engagements for photographers and
artists. During 1979, Madonna explored a wider range of opportunities. With new
boyfriend Dan Gilroy, his brother Ed, and bassist Angie Smit, “Breakfast Club” was
formed, with Madonna sharing vocals and drums with Dan. For 6 months Madonna
was dancer and backup singer to French singing star Patrick Hernandez, during which
time she performed in Paris and around Europe and North Africa. In August 1979,
Madonna was offered the lead role in underground movie director Stephen Lewicki’s
low-budget film A Certain Sacrifice.
After breaking up with Dan Gilmore, Madonna was nomadic, sleeping on
the couches of various friends and acquaintances before finding a commercial loft
in the garment district. “There was no hot water. There wasn’t even a fucking
shower.”2 “At one point I was living in a New York flophouse and eating out of garbage
cans.”3
In a new effort to form a band, Madonna invited her former Michigan boyfriend,
Steve Bray, to New York. They moved into the Music Building – a converted 12-story
building crammed with studios, rehearsal rooms, and striving, impoverished young
bands. Together they worked on writing songs and developing their sound. The result-
Copyright © 2005 Robert M. Grant
2
ing rock band, “Emmy,” made little impression, but Madonna maintained a continuous
stream of calls to managers, agents, record companies, and club owners. Camille
Barbone offered a management contract – but only for Madonna. However, Barbone
was unable to deliver success fast enough for Madonna and after 18 months Madonna
fired her.
Finding a Sound, Finding a Style
During 1981, Madonna’s music and image moved in a new direction. Influenced by
the emerging dance scene in New York, Madonna moved increasingly from Pretenders/
Pat Benatar rock to the dance music that was sweeping New York clubs. In addition
to working with Steve Bray to develop songs and mix demo tapes, she worked on her
image – a form of glam-grunge that featured multilayered, multicolored combinations
of thrift-store clothing together with scarves and junk jewelry. She adopted “Boy
Toy” as her “tag name” and prominently displayed it on her belt buckle. It was a look
that she would continue to develop with the help of jewelry designer Maripole. Her
trademark look of messy, badly dyed hair, neon rubber bracelets, black lace bras, white
lace gloves, and chunky belt buckles would soon be seen on teenage girls throughout
the world.
Madonna was quick to recognize the commercial implications of the new musical
wave – it was the dance clubs that were key inroads and the DJs who were the key gatekeepers.
Armed with her demo tapes, Madonna and her friends increasingly frequented
the hottest dance clubs where they would make a splash with their flamboyant clothing
and provocative dancing. At Danceteria, one of the staff referred to her as a “heatseeking
missile targeting the hottest DJs.” There she attracted the attention of DJ Mark
Kamins who introduced her to Mike Rosenblatt and Seymour Stein of Sire Records. A
recording contract and $5,000 were soon hers.
The first release was a 12-inch single with different versions of Everybody on
each side. The record gained extensive dance-club play. Madonna began working on her
first album. Although she had promised both longtime friend and music collaborator
Steve Bray and DJ Mark Kamins the job of producer, she dumped both in favor
of Warner Records’ house producer, Reggie Lucas. Together with Warner Records’
national dance promoter, Bobby Shaw, Madonna began a relentless round of courting
DJs and pushing her record for play time. Central to the promotion plan was New
York’s hottest DJ, John “Jellybean” Benitez, who Madonna began dating in November
1982.
Her second single, Burning Up, with Physical Attraction (written by Reggie Lewis)
on the B-side, was released in March 1983. It too was a dance-club hit and bounded
up the dance charts to number three. With full attention and full resources of
Warner Brothers and a network of DJs, Madonna had most of the pieces she needed
in place – but not quite. Early in 1983 she flew to Los Angeles to visit Freddie
DeMann, then manager of megastar Michael Jackson. DeMann remembers the
meeting vividly: “I was knocked off my feet. I’ve never met a more physical human
being in my life.” In a short time DeMann dropped Michael Jackson in favor of
managing Madonna.
MADONNA
3
Breakthrough
The record album Madonna was released in July 1983. By the end of 1983, the record
was climbing the US album charts supported by the success of single release Holiday.
In April 1984, another single release from the album, Borderline, became Madonna’s
first top-10 hit. At Madonna’s national TV debut on American Bandstand, presenter Dick
Clark asked Madonna “What do you really want to do when you grow up?” “Rule the
world,” she replied.
Within little more than a year Madonna was partway there. The fall of 1984 saw
Madonna filming in Desperately Seeking Susan. Although initially hired as support for
the movie’s star, Rosanna Arquette, Madonna soon turned the movie into a vehicle
for herself. By the time the shooting was complete, it was essentially a movie about
Madonna playing herself, wearing her own style of clothes, and featuring her own
music. The release of the movie coincided with a surge of Madonna-mania. Her second
album, Like a Virgin, had gone triple-platinum in February 1985, while the singles
charts featured a succession of individual tracks from the album. Madonna’s first
concert tour was a sell-out. Her marriage to bad-boy actor Sean Penn on August 16,
1985 further reinforced her celebrity status. When Madonna took up residence in Los
Angeles during 1985, she was already a star and seldom far from the popular press
headlines.
FAME, FORTUNE, NOTORIETY
During the next two decades, little would come between Madonna and her quest for
fame. Between 1986 and 1990, she released six record albums. The 16 single releases
from these albums gave her a near-continuous presence in the charts including a
remarkable seven number one hits.4 In the process, Madonna rejected the industry’s
conventional wisdom of “Find a winning formula and stick to it.” Madonna’s career
was a continuous experimentation with new musical ideas and new images, and a constant
quest for new heights of fame and acclaim. Having established herself as the
queen of popular music, Madonna did not stop there. By the end of the 1980s she was
destined to be “the most famous woman on the planet.”
Madonna in Charge
Behind Madonna’s rags-to-riches story is her own drive, determination, and appetite
for hard work. “I’m tough, I’m ambitious, and I know exactly what I want – and if
that makes me a bitch, that’s okay,” she told the London News of the World newspaper
in 1985. On the set of Desperately Seeking Susan she maintained a blistering
pace. “During the shoot we’d often get home at 11:00 or 12:00 at night and have
to be back at 6:00 or 7:00 the next morning. Half the time the driver would pick
up Madonna at her health club. She’d get up at 4:30 in the morning to work out
first.”5
MADONNA
4
There was never any doubt as to who was in charge of managing and developing
Madonna’s career. While Madonna relied upon some of the best minds and strongest
companies in the entertainment business, there was never any ambiguity as to who
was calling the shots. In addition to Freddie DeMann as manager, Madonna hired top
lawyer Paul Schindler to represent her business deals. Her swift exit from her marriage
with Sean Penn further emphasized her unwillingness to allow messy personal relationships
to compromise her career goals. When it came to her third album – True Blue
– released in June 1986 – Madonna insisted on being co-producer.
The best evidence of her hands-on management style is the documentary of her
1990 “Blonde Ambition” tour, Truth or Dare. The tour itself was a masterpiece of the
pop concert as multimedia show embracing music, dance, and theater. The tour’s planning
began in September 1989. Madonna was involved in every aspect of the show’s
design and planning, including auditioning dancers and musicians, planning, costume
design, and choice of themes. For example, Madonna worked closely with Jean-Paul
Gaultier on the metallic, cone-breasted costumes that became one of the tour’s most
vivid images. On the tour itself, the Truth or Dare movie revealed Madonna as both creative
director and operations supremo. In addition to her obsessive attention to every
detail of the show’s production, she was the undisputed organizational leader responsible
for building team spirit among the diverse group of dancers, musicians, choreographers,
and technicians, motivating the troupe when times were tough; resolving
disputes between her fractious and highly strung male dancers; and establishing the
highest standards of commitment and effort.
The summer of 1990 marked new heights of international obsession with
Madonna. The “Blonde Ambition” tour was the must-see concert of that summer in
North America, Europe and Japan. The tour coincided with the release of Dick Tracy,
the Disney movie that was a vehicle for the high-profile lovers – Madonna and Warren
Beatty. The film did much to rectify a string of Hollywood flops and scathing reviews
of Madonna’s own acting capabilities. Madonna’s portrayal of Breathless Mahoney
exuded her natural talents for style and seductiveness and became her biggest box office
hit to date, and allowed her to indulge in her seductiveness. In the September 4, MTV
annual music awards, Madonna yet again stole the show with a version of her Vogue
single in which she portrayed French queen, Marie Antoinette.
Fame and Controversy
From her initial launch into stardom, Madonna’s fame was tinged with notoriety. From
the early days of her singing career, her overt sexuality was reinforced by her “Boy Toy”
moniker. This combined with her sexually audacious, expletive-laced talk and use of
crucifixes as items of jewelry raised disquiet within conservative and religious circles.
Madonna’s explanation only added fuel to the fire: “Crucifixes are sexy because there’s
a naked man on them.” With every video and interview, Madonna was pushing a little
harder against the boundaries of acceptable language, behavior, and imagery. Her Like
a Prayer album, released in March 1989 proved to be a landmark in this process.
Pepsi Cola saw the opportunity to piggy-back on the surge of Madonna-mania by
making an advertising video based upon the album’s title track Like a Prayer. Madonna
MADONNA
5
received $5 million for appearing in the video. What Pepsi had not taken into account
was that Madonna was making her own music video of Like a Prayer to accompany
the launch of the record. The day after the first broadcast of the Pepsi commercial,
Madonna’s own Like a Prayer video appeared on MTV. The video was a stunning mixture
of sex and religion that featured Madonna dancing in front of burning crosses, making
love on an altar, and revealing stigmata on her hands. The video outraged many Christian
groups and the American Family Association threatened to boycott Pepsi products.
Pepsi pulled its Madonna commercial, leaving Madonna with $5 million in the bank.
The explicit sexuality of the “Blonde Ambition” tour and its mixing of sexual and
religious imagery resulted in Madonna achieving new heights of controversy – and
public awareness. In Toronto, city authorities threatened to cancel the show. The
Vatican condemned the show as “blasphemous.” Her Justify My Love video released
in November 1990 set a new record for Madonna – it was banned by MTV on the basis
of its inclusion of homosexuality, voyeurism, nudity, sado-masochism, and oral sex.
Again, Madonna was quick to turn controversy into profit: as soon as MTV refused to
air Justify My Love, the video was rush released for retail sale. The publicity generated
helped the Justify My Love single to the top of the charts.
During the early 1990s, Madonna continued to break new ground in sexual explicitness.
Her photographic “art” book Sex featured Madonna in an array of sexual poses.
The book itself introduced several marketing and design innovations from its unusual
size (14 by 11 inches), its stainless steel covers and spiral binding, its sale in sealed wrapping,
and its inclusion of Madonna’s latest CD, Erotica. And it was a smash hit. Despite
its high price ($49.95 for 120 pages) the book sold half a million copies in its first week.
The record too went beyond any of Madonna’s prior albums in terms of the sexually
explicit content of its lyrics and supporting videos.
EVITA
While Madonna has been compared to previous superstars and goddesses of sex and
glamour – Greta Garbo, Marilyn Monroe, Mae West, Brigitte Bardot – she has gone
further in creating a persona that transcends her work as an entertainer. All the priormentioned
female superstars were defined by their movie roles. The same is true of the
big names in popular music, from Lena Horne to Janet Jackson. Madonna achieved a
status that was no longer defined by her work. By the 1990s, Madonna was no longer
famous as a rock singer or an actress – she was famous for being Madonna. For the next
decade she worked to reinforce this status. Strategically, superstar status has much to
commend it. Joining the pantheon of superstars acts as insulation from comparison
with lesser mortals. As her website proclaims, she is “icon, artist, provocateur, diva, and
mogul.”
In her acting roles the key has been to take roles which are primarily vehicles for
Madonna to be Madonna. Her successes in Desperately Seeking Susan and Dick Tracywere
the result of roles where Madonna could be herself. However, both these roles were to
be eclipsed by Madonna’s portrayal of Eva Peron in the movie version of the Andrew
Lloyd Webber musical Evita. Madonna had coveted the role for years and mounted
a vigorous campaign to gain the support of director Alan Parker and Argentine
MADONNA
6
President Carlos Menem. While in previous roles Madonna had been able to use her
talents as a singer, a poser, a sharp talker, and a seductress, in Evita Madonna could
present her own life. Like Madonna, Evita had working class origins, a burning ambition,
and had used sex and shrewd judgement to become a legend in her time. The film,
released in December 1996, was a huge commercial and critical success. As Q magazine’s
Paul Du Noyer remarked, “If ever there was an ideal vehicle for Madonna’s dream
of transcendent stardom, this must be it.”6
MOTHERHOOD, AND MORE
During most of the filming of Evita, Madonna was coping with her pregnancy.
On October 14, 1996, she gave birth to Lourdes Maria Ciccone Leon at the Good
Samaritan Hospital in Los Angeles. The baby’s father was Carlos Leon, Madonna’s
personal trainer.
In terms of her life, image, and career, motherhood was a major discontinuity for
Madonna. The press began reporting a host of life style changes: Madonna abandoned
pumping iron in favor of yoga, she had begun to study Kabbalah (“A mystical interpretation
of the Old Testament,” she explained), she developed a closer circle of women
friends, she spent increasing amounts of time writing music, she became less available
to the media. Her interviews were amazingly devoid of sex, expletives, and shock value.
“I think [motherhood] made me face up to my more feminine side. I had a much more
masculine view of the world. What I missed and longed for was that unconditional love
that a mother gives you. And so, having my daughter is the same kind of thing. It’s like
that first, true, pure, unconditional love.”7
The clearest revelation of these changes was in Madonna’s new album, Ray of Light,
which was unlike any previous Madonna album. Working with William Orbit, the
album incorporated a host of new influences: electronic music; traditional Indian
music; Madonna’s thoughts about the troubles of the world and the hollowness of
fame; Madonna’s own emotional development and her reflection on her unhappy childhood.
In performing tracks from the album both on TV and on video, Madonna revealed
a series of entirely new looks including Madonna as Goth-Girl (black hair, black clothes,
black nail polish), Madonna as Shiva (multi-armed with henna tattoos on her hands),
Madonna as geisha (straight black hair, kimono, and white makeup).
The new persona was the most ambitious and risky reinvention of Madonna’s
career, insofar as it was the first that was not founded upon sexuality and sexual aggression.
Yet this transformation was met with no loss of popularity or worldwide acclaim.
Ray of Light hit number two on the album charts and went triple platinum (over 3
million copies) on the basis of US sales alone, and at the MTV Music Video Awards she
walked away with a total of six awards followed by three Grammy Awards.
MADONNA AS INVESTOR AND BUSINESS MANAGER
Not only did Madonna maintain control over her own content; she increasingly wanted
a cut in distribution too. In April 1992 she signed a $60 million deal with Time Warner,
MADONNA
7
Inc. The joint venture, Maverick Records, was a music production company (together
with TV, video, and music publishing wings) that was to provide a vehicle for Madonna’s
creative and promotional talent. Warner Records provided distribution. Although
Madonna remained contracted to Warner Records for her own recordings, Maverick
offered an avenue for her to develop and promote other singers and musicians.
During the late 1990s her efforts became increasingly focused towards identifying
and nurturing emerging young singers and musicians, relying upon her creative and
promotional intuition and experience, the wealth of talented specialists and media
moguls who were part of her personal networks, and, above all, her ability to open any
door in the business. Among Maverick’s early signings was Canadian singer/songwriter
Alanis Morissette, whose Jagged Little Pill album sold over 30 million copies. Through
Madonna’s links with director Mike Myers, Maverick released the soundtrack for the
Austin Powers movie The Spy Who Shagged Me. Other Maverick artists included William
Orbit, Prodigy, Ben Jelen, Muse, the Deftones, Erasure, Tantric, and Michelle Branch.
Madonna also teamed up with British comedian-rapper Ali G, and helped him to launch
himself on to the US market.
Madonna’s interest in new musicians and in developing and producing their music
was linked closely to her own widening musical interests. Her involvement with William
Orbit on Ray of Light was followed by increased interest both in electronic and world
music, including collaboration with the French electro-boffin, Mirwais. But Madonna’s
interests also embraced more standard popular music. In February 2000, Madonna’s
recording of the 1971 hit American Pie became an international best-seller.
Madonna’s business interests extended beyond records. Through a series of collaborative
ventures, Madonna became involved in a series of movie, TV, and pop video productions.
With her Maverick Records partner, Guy Oseary, Madonna set up Madguy
Films. Among the Madguy projects were several television films based on music history
and culture, including The Dusty Springfield Story. In collaboration with New Line Films,
Madguy also produced the 2002 movie Turn It Up featuring the Fugee’s Pras.
THE NEW DECADE
During the new millennium, neither Madonna’s career nor her popularity showed
much sign of flagging. In 2000 Madonna set up home in London with a new partner,
the actor and director Guy Ritchie. In August, shortly before her 42nd birthday,
Madonna gave birth to her second child, Rocco. In the following month, her new album,
Music, was released. The album was an immediate hit, topping the album charts within
two weeks. In October, the Music single from the album became her 12th number one
single in the US. On December 22, Madonna and Ritchie were married at Dornoch
Castle in Scotland.
After an 8-year lapse, 2001 marked Madonna’s return to concert touring. The
“Drowned World” tour opened in Europe with shows in Barcelona and Milan followed
by a run of shows at London’s Earls Court before moving on to its US leg. Like prior
Madonna concert tours, the show was a sophisticated and meticulously planned
multimedia event embracing music, light, video projection, elaborate dance scenes,
and pure theater – including Madonna riding a mechanical bull. Observations of
MADONNA
8
Madonna’s audience for the shows suggested that the adoring fans who bought tickets
for Madonna’s “Drowned World” concerts were not the same people who had attended
her earlier tours – they were, for the most part, simply too young. Unlike the aging fans
of aging rock stars from Bob Dylan to Tom Jones, Madonna’s successive reinventions
had been successful not just in renewing her appeal to existing fans, but in creating
new audiences in entirely new generations, some of whom had not been born when
she recorded her debut album.
With the 20th anniversary of Madonna’s first album release, she celebrated the
occasion by topping the album charts in March 2003 with her new release American
Life. Outside of music her artistic efforts met less success. Her 2002 London stage performance
in the leading role of the comedy Up for Grabs and her Swept Away movie costarring
with Guy Ritchie were both panned by the critics. These set-backs do little to
dent Madonna’s entry into new fields. During 2003 she published the first two in a
series of children’s books. The first, The English Roses, was printed in 42 languages and
launched in 100 countries. As part of a deal with The Gap in which Madonna promoted
Gap clothing, the book was distributed through Gap stores.
APPENDIX
Madonna’s Biographical Timeline
1958: Born August 16 in Bay City, Michigan to Sylvio Ciccone (design engineer for Chrysler
and General Motors) and Madonna Ciccone.
1964: Mother dies of breast cancer.
1973: Starts at Rochester Adams High School.
1976: Freshman at University of Michigan, Ann Arbor; majoring in drama.
1977: July: arrives in New York City with $35.
September: begins training with Alvin Ailey Dance Theater.
1979: Flies to Paris, becomes back-up singer for Patrick Hernandez.
Joins Dan and Ed Gilroy to form “Breakfast Club.”
Lands part of Bruna in underground movie A Certain Sacrifice.
1980: Forms rock band “Emmy” with Steve Bray.
1982: Establishes friendship with DJ Mark Kamins.
Signs recording contract with Sire Records (division of Warner Brothers).
First record release, Everybody, goes to #3 in the dance charts.
Begins dating DJ John “Jellybean” Benitez.
1983: Second single, Burning Up/Physical Attraction, reaches #3 in dance charts.
Release of first record album, Madonna; first top ten hit, Borderline.
Persuades Freddie DeMann (Michael Jackson’s manager) to become her manager.
Appears in the movie Vision Quest.
1984: TV appearance on American Bandstand.
Appears and performs on annual MTV Awards.
Release of second record album Like A Virgin (produced by Niles Rodgers); sells 7
million copies worldwide.
Begins work on major studio movie Desperately Seeking Susan.
MADONNA
9
1985: “Virgin” tour opens April 10 in Seattle.
Signs merchandising deal for official Madonna Boy-Toy clothing designs sold under
the Wazoo label.
Appears in Live Aid charity concert (London/Philadelphia, July 13).
Marries Sean Penn.
1986: Releases True Blue album.
Shoots Shanghai Surprise with Sean Penn.
Establishes her own film production company, Siren Productions, backed by Universal
Studios.
1987: “Who’s That Girl” tour opens Osaka, Japan on June 14; closes in Turin, Italy. Who’s
That Girl album and film also released.
1989: Divorce with Sean Penn (January 10).
Signs contract with Pepsi to produce video commercial based upon Like A Prayer.
Pepsi pays Madonna $5 million.
Madonna’s own video Like A Prayer creates storm of protest from Christian groups.
Pepsi pulls its commercial after just one showing.
Releases Like A Prayer album.
Plays Breathless Mahoney in Dick Tracy, co-starring with Warren Beatty.
Begins affair with Warren Beatty.
1990: Album releases: I’m Breathless and The Immaculate Collection.
“Blonde Ambition” world concert tour kicks off in Tokyo, April 13. Shows in Toronto
and Italy threatened with closure because of their explicit sexual content.
MTV refuses to screen Madonna’s Justify My Love video.
1991: Truth Or Dare documentary of “Blonde Ambition” tour is released.
Appears in Woody Allen’s Shadows and Fog.
1992: Grammy Award: Best Music Video (Long Form), Madonna: Blonde Ambition World Tour
Live; award shared with Dave Mallet, Mark “Aldo” Miceli and Tony Eaton.
Release of photographic book Sex: sells 500,000 copies in first week; tops New York
Times best-seller list.
Release of feature movie, A League of Their Own.
Madonna signs deal with Time Warner to create Maverick, her own record label.
1993: Movie releases: Body Of Evidence and Dangerous Game.
1994: Bedtime Stories album released.
1995: Releases Something to Remember album.
Movie releases include Blue In The Face and Four Rooms.
1996: Release of Evita in which Madonna plays Eva Peron. Wins Golden Globe Award for
Best Actress in a Motion Picture (Musical or Comedy).
Also release of the movie Girl 6.
Gives birth to Lourdes Maria Ciccone Leon, October 14; father is Carlos Leon.
1997: Release of Ray of Light album, which in 1998 wins three Grammy Awards in the
categories Dance Recording, Pop Album, and Music Video, and two MTV Video
Music Awards.
1999: Grammy Award for Beautiful Stranger – best song written for a motion picture,
television or other visual media (shared with William Orbit).
Release of movie The Next Best Thing.
2000: Son, Rocco Ritchie born August 11, 2000; father is actor/director Guy Ritchie.
Release of new album, Music.
Wins WIPO arbitration to gain control of Madonna.com domain name.
Marries Guy Ritchie at Dornoch Castle, Scotland.
2001: July–Sept. “Drowned World” concert tour kicks off in London prior to US.
2002: US release of movie Swept Away – goes direct to video in UK.
Lead role in London stage comedy Up for Grabs.
2003: Release of American Life album.
Publication of children’s books The English Roses and Mr Peabody’s Apples.

Sun Tzu's The Art of War

• War is a matter of vital importance to the state: a matter of life or death, the road either to survival or ruin. Hence, it is imperative that it be studied thoroughly.
• Warfare is based on deception. When near the enemy, make it seem that you are far away; when far away, make it seem that you are near. Hold out baits to lure the enemy. Strike the enemy when he is in disorder. Avoid the enemy when he is stronger. If your opponent is of choleric temper, try to irritate him. If he is arrogant, try to encourage his egotism. If enemy troops are well prepared after reorganization, try to wear them down. If they are united, try to sow dissension among them. Attack the enemy where he is unprepared, and appear where you are not expected. These are the keys to victory for a strategist. It is not possible to formulate them in detail beforehand.
• A speedy victory is the main object in war. If this is long in coming, weapons are blunted and morale depressed. When the army engages in protracted campaigns, the resources of the state will fall short. Thus, while we have heard of stupid haste in war, we have not yet seen a clever operation that was prolonged.
• Generally, in war the best policy is to take a state intact; to ruin it is inferior to this. To capture the enemy’s entire army is better than to destroy it; to take intact a regiment, a company, or a squad is better than to destroy it. For to win one hundred victories in one hundred battles is not the acme of skill. To subdue the enemy without fighting is the supreme excellence. Those skilled in war subdue the enemy’s army without battle.
• The art of using troops is this: When ten to the enemy’s one, surround him. When five times his strength, attack him. If double his strength, divide him. If equally matched, you may engage him with some good plan. If weaker, be capable of withdrawing. And if in all respects unequal, be capable of eluding him.
• Know your enemy and know yourself, and in a hundred battles you will never be defeated. When you are ignorant of the enemy but know yourself, your chances of winning or losing are equal. If ignorant both of your enemy and of yourself, you are sure to be defeated in every battle.
• He who occupies the field of battle first and awaits his enemy is at ease, and he who comes later to the scene and rushes into the fight is weary. And therefore, those skilled in war bring the enemy to the field of battle and are not brought there by him. Thus, when the enemy is at ease, be able to tire him; when well fed, be able to starve him; when at rest, be able to make him move.
• Analyze the enemy’s plans so that you will know his shortcomings as well as his strong points. Agitate him to ascertain the pattern of his movement. Lure him out to reveal his dispositions and to ascertain his position. Launch a probing attack to learn where his strength is abundant and where deficient. It is according to the situation that plans are laid for victory, but the multitude does not comprehend this.
• An army may be likened to water, for just as flowing water avoids the heights and hastens to the lowlands, so an army should avoid strength and strike weakness. And as water shapes its flow in accordance with the ground, so an army manages its victory in accordance with the situation of the enemy. And as water has no constant form, there are in warfare no constant conditions. Thus, one able to win the victory by modifying his tactics in accordance with the enemy situation may be said to be divine.
• If you decide to go into battle, do not anounce your intentions or plans. Project “business as usual.”
• Unskilled leaders work out their conflicts in courtrooms and battlefields. Brilliant strategists rarely go to battle or to court; they generally achieve their objectives through tactical positioning well in advance of any confrontation.
• When you do decide to challenge another company (or army), much calculating, estimating, analyzing, and positioning bring triumph. Little computation brings defeat.
• Skillful leaders do not let a strategy inhibit creative counter-movement. Nor should commands from those at a distance interfere with spontaneous maneuvering in the immediate situation.
• When a decisive advantage is gained over a rival, skillful leaders do not press on. They hold their position and give their rivals the opportunity to surrender or merge. They do not allow their forces to be damaged by those who have nothing to lose.
• Brillant strategists forge ahead with illusion, obscuring the area(s) of major confrontation, so that opponents divide their forces in an attempt to defend many areas. Create the appearance of confusion, fear, or vulnerability so the opponent is helplessly drawn toward this illusion of advantage.
(Note: Substitute the words strategy or strategic planning for war or warfare)

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