Scholarship Essay Samples for College Students Features

Scholarship Essay Samples for College Students Features It is quite a bit easier to compose an essay having a plan and comprehension of what and where you're speaking about. If you've completed Step 1 (above), then you need to already have a notion of what things to write. Specify the most critical steps that you should undertake in the class of a year or two, in addition to during some 5-10 decades. An example is offered below. No matter your purpose, before you start to write, consider your audience. Therefore, you don't need to fret about your private information whenever you order with us. So since you can see, the registration procedure is very simple and understandable, so there are not any conundrums or trick to do that correctly. The scholarships you find are likely to fit into specific themes that you must have the ability to identify so as to save your family time, frustration, stress, and most significantly money. It's simple to point out an essay which has been written solely for the interest of it. An essay has a specific structure. Even though this kind of essay should only be 250 words long, you must organize your ideas ahead of time. A leadership essay provides the readers an intensive perspective on the expression and the way it varies in many fields of life. The significance of leadership ought to be clear to the readers in the essay with good comprehension. For example, if you're assigned with scholarship essay on leadership then it is vital to know every aspect and essentials of leadership before writing the essay. The ending of the leadership essay another major part that needs the utmost attention on the face of the essay writer. Paragraph i state a summary of what you're going to speak about in the essay. Scholarship essays are extremely similar to your college application essays concerning strategy. Amongst various sorts of essays, a scholarship essay steps from the crowd. It is a pretty brief piece of writing. Writing a scholarship essay may not be a very simple job for many students. The scholarship committee would like to observe how investing in your education will aid your career. As a consequence, their scholarship applications become rejected. College education is extremely critical for my future. Since the scholarship is for an education, an individual should include things like acquiring a superb education as a significant aim. Scholarship sponsors search for applicants with vision and motivation, so they may ask about your targets and aspirations. Scholarship essays shouldn't be considered a burden since they are your gateway to land entrance into a prestigious university with lots of benefits and perks that have the scholarship. Be mindful of the way the Scholarship money is going to be disbursed. Scholarships can come to the provider choosing involving you and dozens or maybe hundreds or thousands of quite similar students. Getting into one of the highest colleges is the initial step towards a thriving career. Start brainstorming now, and you might find yourself a winner! If you want more money to cover college, odds are you will be applying for several college scholarships. The excellent news is there are several scholarship opportunities available for students just like you.

Feedback and Evaluation for a Federal Program to Give...

The Government as far back as the 1950s backed subsidized and unsubsidized student loans. However, over the years the cost of a college education has increased and has become a financial burden for some families as their debts began to rise. The U. S. Department of Education amended the Title IV of the Higher Education Opportunity Act of 1965. Student loans are a form of financial aid that a student can receive while in college and consist of federal loans and private loans. The Internal and External feedback mechanisms A high number of students are graduating from college with a debt that is stemming from student loans with high interest. Over the years, students who entered into low paying positions after college or experienced a†¦show more content†¦The financial markets begin to show signs of non-payments of credit on student loans, which was alarming to policy makers who eventually intervened. The feedback received from this brought on the amendment of the Title IV of the Higher Education Act. Students were struggling to make ends meet with the worry of repaying their student loans as they entered into the workforce, they found that they were unable to purchase homes, prepare for retirement, nor have the option to start their own small businesses and so forth. Suggestions were made to the task force for policymakers to implement repayment options that would be affordable to students, and have private lenders to restructure loans. Anoth er suggestion was to repair a student’s credit if and when they repay their loan in full. Federal student loans can be issued directly to the student or to the parents. However, if that loan is made to the student, the student is not required to make any payments if enrolled as a part-time student. Should the student drop below the part-time status, there is a six month grace period to rekindle your status and the payments will be deferred, otherwise there is no grace period. Any loans made to the parents can have large loan amount, however, payments will have to start immediately. Private loans can be made toShow MoreRelatedThe American Education System Is Important For National Prosperity And Individual Success1424 Words   |  6 Pagessuccess. Huge achievement gaps and opportunities must shrink to non-existence, and every student must receive a well education that prepares them for college and careers in the world as it is today. Comparing the United States education s ystem to other countries shows that the United States scored lower than nineteen other counties and education systems in reading in the 2012 Program for International Student Assessment. 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Marketing Myopia Essay Example For Students

Marketing Myopia Essay A R T I C L E www. hbr. org BEST OF HBR 1960 Marketing Myopia by Theodore Levitt †¢ NO DO copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 Product 7243 TC OP Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Marketing Myopia 15 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications YO RP OS T BEST OF HBR 1960 The Idea in Brief What business are you really in? A seemingly obvious question—but one we should all ask before demand for our companies’ products or services dwindles. The railroads failed to ask this same question—and stopped growing. Why? Not because people no longer needed transportation. And not because other innovations (cars, airplanes) filled transportation needs. Rather, railroads stopped growing because railroads didn’t move to fill those needs. Their executives incorrectly thought that they were in the railroad business, not the transportation business. They viewed themselves as providing a product instead of serving customers. Too many other industries make the same mistake—putting themselves at risk of obsolescence. How to ensure continued growth for your company? Concentrate on meeting customers’ needs rather than selling products. Chemical powerhouse DuPont kept a close eye on its customers’ most pressing concerns—and deployed its technical know-how to create an ever-expanding array of products that appealed to customers and continuously enlarged its market. If DuPont had merely found more uses for its flagship invention, nylon, it might not be around today. The Idea in Practice We put our businesses at risk of obsolescence when we accept any of the following myths: Myth 1: An ever-expanding and more affluent population will ensure our growth. When markets are expanding, we often assume we don’t have to think imaginatively about our businesses. Instead, we seek to outdo rivals simply by improving on what we’re already doing. The consequence: We increase the efficiency of making our products, rather than boosting the value those products deliver to customers. Myth 2: There is no competitive substitute for our industry’s major product. Believing that our products have no rivals makes our companies vulnerable to dramatic innovations from outside our industries—often by smaller, newer companies that are focusing on customer needs rather than the products themselves. COPYRIGHT  © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. DO copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 page 1 NO TC OP Myth 3: We can protect ourselves through mass production. Few of us can resist the prospect of the increased profits that come with steeply declining unit costs. But focusing on mass production emphasizes our company’s needs—when we should be emphasizing our customers’. Myth 4: Technical research and development will ensure our growth. When RD produces breakthrough products, we may be tempted to organize our companies around the technology rather than the consumer. Instead, we should remain focused on satisfying customer needs. YO RP OS T Marketing Myopia BEST OF HBR 1960 by Theodore Levitt OP COPYRIGHT  © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. DO We always know when an HBR article hits the big time. Journalists write about it, pundits talk about it, executives route copies of it around the organization, and its vocabulary becomes familiar to managers everywhere—sometimes to the point where they don’t even associate the words with the original article. Most important, of course, managers change how they do business because the ideas in the piece helped them see issues in a new light. â€Å"Marketing Myopia† is the quintessential big hit HBR piece. In it, Theodore Levitt, who was then a lecturer in business administration at the Harvard Business School, introduced the famous question, â€Å"What business are you really in? and with it the claim that, had railroad executives seen themselves as being in the transportation business rather than the railroad business, they would have continued to grow. The article is as much about strategy as it is about marketing, but it also introduced the most in? uential marketing idea of the past half-century: that businesses will do better in the end if they concentrate on meeting customers’ needs rather than on selling prod- TC NO copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 860 harvard business review †¢ top-line growth †¢ july–august 2004 page 2 YO ucts. â€Å"Marketing Myopia† won the McKinsey Award in 1960. RP Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others that are thought of as seasoned growth industries have actually stopped growing. In every case, the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management. Marketing Myopia Fateful Purposes The failure is at the top. The executives responsible for it, in the last analysis, are those who deal with broad aims and policies. Thus: †¢ The railroads did not stop growing because the need for passenger and freight transportation declined. That grew. The railroads are in trouble today not because that need was ? lled by others (cars, trucks, airplanes, and even telephones) but because it was not ? lled by the railroads themselves. They let others take custom- OS T Sustained growth depends on how broadly you define your business— and how carefully you gauge your customers’ needs. Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO Theodore Levitt, a longtime professor of marketing at Harvard Business School in Boston, is now professor emeritus. His most recent books are Thinking About Management (1990) and The Marketing Imagination (1983), both from Free Press. ers away from them because they assumed themselves to be in the railroad business rather than in the transportation business. The reason they de? ned their industry incorrectly was that they were railroad oriented instead of transportation oriented; they were product oriented instead of customer oriented. Hollywood barely escaped being totally ravished by television. Actually, all the established ? lm companies went through drastic reorganizations. Some simply disappeared. All of them got into trouble not because of TV’s inroads but because of their own myopia. As with the railroads, Hollywood de? ned its business incorrectly. It thought it was in the movie business when it was actually in the entertainment business. â€Å"Movies† implied a speci? c, limited product. This produced a fatuous contentment that from the beginning led producers to view TV as a threat. Hollywood scorned and rejected TV when it should have welcomed it as an opportunity—an opportunity to expand the entertainment business. Today, TV is a bigger business than the old narrowly de? ned movie business ever was. Had Hollywood been customer oriented (providing entertainment) rather than product oriented (making movies), would it have gone through the ? scal purgatory that it did? I doubt it. What ultimately saved Hollywood and accounted for its resurgence was the wave of new young writers, producers, and directors whose previous successes in television had decimated the old movie companies and toppled the big movie moguls. There are other, less obvious examples of industries that have been and are now endangering their futures by improperly de? ning their purposes. I shall discuss some of them in detail later and analyze the kind of policies that lead to trouble. Right now, it may help to show what a thoroughly customer-oriented management can do to keep a growth industry growing, even after the obvious opportunities have been exhausted, and here there are two examples that have been around for a long time. They are nylon and glass—speci? cally, E. I. du Pont de Nemours and Company and Corning Glass Works. Both companies have great technical competence. Their product orientation is unquestioned. But this alone does not explain their success. After all, who was more pridefully product oriented and product conscious than the erstwhile New England textile companies that have been so thoroughly massacred? The DuPonts and the Cornings have succeeded not primarily because of their product or research orientation but because they have been thoroughly customer oriented also. It is constant watchfulness for opportunities to apply their technical know-how to the creation of ustomer-satisfying uses that accounts for their prodigious output of successful new products. Without a very sophisticated eye on the customer, most of their new products might have been wrong, their sales methods useless. Aluminum has also continued to be a growth industry, thanks to the efforts of two wartime-created companies that deliberately set about inventing new customer-satisfying uses. Without Kaiser Aluminum Chemi cal Corporation and Reynolds Metals Company, the total demand for aluminum today would be vastly less. Error of Analysis. Some may argue that it is foolish to set the railroads off against aluminum or the movies off against glass. Are not aluminum and glass naturally so versatile that the industries are bound to have more growth opportunities than the railroads and the movies? This view commits precisely the error I have been talking about. It de? nes an industry or a product or a cluster of know-how so narrowly as to guarantee its premature senescence. When we mention â€Å"railroads,† we should make sure we mean â€Å"transportation. † As transporters, the railroads still have a good chance for very considerable growth. They are not limited to the railroad business as such (though in my opinion, rail transportation is potentially a much stronger transportation medium than is generally believed). What the railroads lack is not opportunity but some of the managerial imaginativeness and audacity that made them great. Even an amateur like Jacques Barzun can see what is lacking when he says, â€Å"I grieve to see the most advanced physical and social organization of the last century go down in shabby disgrace for lack of the same comprehensive imagination that built it up. What is lacking is] the will of the companies to survive and to satisfy the public by inventiveness and skill. †1 NO TC OP copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 3 YO RP Shadow of Obsolescence It is impossible to mention a single major industry that did not at one time qualify for the OS T Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO magic appellation of â€Å"growth industry. † In each case, the industry’s assumed strength lay in the apparently unchallenged superiority of its product. There appeared to be no effective substitute for it. It was itself a runaway substitute for the product it so triumphantly replaced. Yet one after another of these celebrated industries has come under a shadow. Let us look brie? y at a few more of them, this time taking examples that have so far received a little less attention. Dry Cleaning. This was once a growth industry with lavish prospects. In an age of wool garments, imagine being ? nally able to get them clean safely and easily. The boom was on. Yet here we are 30 years after the boom started, and the industry is in trouble. Where has the competition come from? From a better way of cleaning? No. It has come from synthetic ? bers and chemical additives that have cut the need for dry cleaning. But this is only the beginning. Lurking in the wings and ready to make chemical dry cleaning totally obsolete is that powerful magician, ultrasonics. Electric Utilities. This is another one of those supposedly â€Å"no substitute† products that has been enthroned on a pedestal of invincible growth. When the incandescent lamp came along, kerosene lights were ? nished. Later, the waterwheel and the steam engine were cut to ribbons by the ? xibility, reliability, simplicity, and just plain easy availability of electric motors. The prosperity of electric utilities continues to wax extravagant as the home is converted into a museum of electric gadgetry. How can anybody miss by investing in utilities, with no competition, nothing but growth ahead? But a second look is not quite so comforting. A score of nonutility c ompanies are well advanced toward developing a powerful chemical fuel cell, which could sit in some hidden closet of every home silently ticking off electric power. The electric lines that vulgarize so many neighborhoods would be eliminated. So would the endless demolition of streets and service interruptions during storms. Also on the horizon is solar energy, again pioneered by nonutility companies. Who says that the utilities have no competition? They may be natural monopolies now, but tomorrow they may be natural deaths. To avoid this prospect, they too will have to develop fuel cells, solar energy, and other power sources. To survive, they themselves will have to plot the obsolescence of what now produces their livelihood. Grocery Stores. Many people ? nd it hard to realize that there ever was a thriving establishment known as the â€Å"corner store. The supermarket took over with a powerful effectiveness. Yet the big food chains of the 1930s narrowly escaped being completely wiped out by the aggressive expansion of independent supermarkets. The ? rst genuine supermarket was opened in 1930, in Jamaica, Long Island. By 1933, supermarkets were thriving in California, Ohio, Pennsylvania, and elsewhere. Yet the establis hed chains pompously ignored them. When they chose to notice them, it was with such derisive descriptions as â€Å"cheapy,† â€Å"horse-and-buggy,† â€Å"cracker-barrel storekeeping,† and â€Å"unethical opportunists. The executive of one big chain announced at the time that he found it â€Å"hard to believe that people will drive for miles to shop for foods and sacri? ce the personal service chains have perfected and to which is accustomed. †2 As late as 1936, the National Wholesale Grocers convention and the New Jersey Retail Grocers Association said there was nothing to fear. They said that the supers’ narrow appeal to the price buyer limited the size of their market. They had to draw from miles around. When imitators came, there would be wholesale liquidations as volume fell. The high sales of the supers were said to be partly due to their novelty. People wanted convenient neighborhood grocers. If the neighborhood stores would â€Å"cooperate with their suppliers, pay attention to their costs, and improve their service,† they would be able to weather the competition until it blew over. 3 It never blew over. The chains discovered that survival required going into the supermarket business. This meant the wholesale destruction of their huge investments in corner store sites and in established distribution and merchandising methods. The companies with â€Å"the courage of their convictions† resolutely stuck to the corner store philosophy. They kept their pride but lost their shirts. A Self-Deceiving Cycle. But memories are short. For example, it is hard for people who today con? dently hail the twin messiahs of electronics and chemicals to see how things could possibly go wrong with these galloping industries. They probably also cannot see how copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 4 NO TC OP YO RP OS T Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 5 NO TC It is hard for people who hail the twin messiahs of electronics and chemicals to see how things could possibly go wrong with these galloping industries. a reasonably sensible businessperson could have been as myopic as the famous Boston millionaire who early in the twentieth century unintentionally sentenced his heirs to poverty by stipulating that his entire estate be forever invested exclusively in electric streetcar securities. His posthumous declaration, â€Å"There will always be a big demand for ef? cient urban transportation,† is no consolation to his heirs, who sustain life by pumping gasoline at automobile ? lling stations. Yet, in a casual survey I took among a group of intelligent business executives, nearly half agreed that it would be hard to hurt their heirs by tying their estates forever to the electronics industry. When I then confronted them with the Boston streetcar example, they chorused unanimously, â€Å"That’s different! † But is it? Is not the basic situation identical? In truth, there is no such thing as a growth industry, I believe. There are only companies organized and operated to create and capitalize on growth opportunities. Industries that assume themselves to be riding some automatic growth escalator invariably descend into stagnation. The history of every dead and dying â€Å"growth† industry shows a self-deceiving cycle of bountiful expansion and undetected decay. There are four conditions that usually guarantee this cycle: 1. The belief that growth is assured by an expanding and more af? uent population; 2. The belief that there is no competitive substitute for the industry’s major product; 3. Too much faith in mass production and in the advantages of rapidly declining unit costs as output rises; 4. Preoccupation with a product that lends itself to carefully controlled scienti? c experimentation, improvement, and manufacturing cost reduction. I should like now to examine each of these conditions in some detail. To build my case as boldly as possible, I shall illustrate the points with reference to three industries: petroleum, automobiles, and electronics. I’ll focus on petroleum in particular, because it spans more years and more vicissitudes. Not only do these three industries have excellent reputations with the general public and also enjoy the con? dence of sophisticated investors, but their managements have become known for progressive thinking in areas like ? nancial control, product research, and management training. If The belief that pro? ts are assured by an expanding and more af? uent population is dear to the heart of every industry. It takes the edge off the apprehensions everybody understandably feels about the future. If consumers are multiplying and also buying more of your product or service, you can face the future with considerably more comfort than if the market were shrinking. An expanding market keeps the manufacturer from having to think very hard or imaginatively. If thinking is an intellectual response to a problem, then the absence of a problem leads to the absence of thinking. If your product has an automatically expanding market, then you will not give much thought to how to expand it. One of the most interesting examples of this is provided by the petroleum industry. Probably our oldest growth industry, it has an enviable record. While there are some current concerns about its growth rate, the industry itself tends to be optimistic. But I believe it can be demonstrated that it is undergoing a fundamental yet typical change. It is not only ceasing to be a growth industry but may actually be a declining one, relative to other businesses. Although there is widespread unawareness of this fact, it is conceivable that in time, the oil industry may ? nd itself in much the same position of retrospective glory that the railroads are now in. Despite its pioneering work in developing and applying the present-value method of investment evaluation, in employee relations, and in working with developing countries, the petroleum business is a distressing example of how complacency and wrongheadedness can stubbornly convert opportunity into near disaster. One of the characteristics of this and other industries that have believed very strongly in the bene? cial consequences of an expanding population, while at the same time having a generic product for which there has appeared to be no ompetitive substitute, is that the individual companies have sought to outdo their competitors by improving on what they are already doing. This makes sense, of course, if one assumes that sales are tied to the country’s population strings, because the customer can OP YO RP OS Population Myth T obsolescence can cripple even these industries, it can happen anywhere. Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO copying or posti ng is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 6 NO TC OP The history of every dead and dying â€Å"growth† industry shows a selfdeceiving cycle of bountiful expansion and undetected decay. compare products only on a feature-by-feature basis. I believe it is signi? cant, for example, that not since John D. Rockefeller sent free kerosene lamps to China has the oil industry done anything really outstanding to create a demand for its product. Not even in product improvement has it showered itself with eminence. The greatest single improvement—the development of tetraethyl lead—came from outside the industry, speci? cally from General Motors and DuPont. The big contributions made by the industry itself are con? ned to the technology of oil exploration, oil production, and oil re? ning. Asking for Trouble. In other words, the petroleum industry’s efforts have focused on improving the ef? ciency of getting and making its product, not really on improving the generic product or its marketing. Moreover, its chief product has continually been de? ned in the narrowest possible terms—namely, gasoline, not energy, fuel, or transportation. This attitude has helped assure that: †¢ Major improvements in gasoline quality tend not to originate in the oil industry. Shintoism In Japan EssayNone of them is spending a fraction as much on research in these profoundly important areas as it is on the usual run-of-the-mill things like reducing combustion chamber deposits in gasoline engines. One major integrated petroleum company recently took a tentative look at the fuel cell and concluded that although â€Å"the companies actively working on it indicate a belief in ultimate success†¦the timing and magnitude of its impact are too remote to warrant recognition in our forecasts. † One might, of course, ask, Why should the oil companies do anything different? Would not chemical fuel cells, batteries, or solar energy kill the present product lines? The answer is that they would indeed, and that is precisely the reason for the oil ? rms’ having to develop these power units before their competitors do, so they will not be companies without an industry. Management might be more likely to do what is needed for its own preservation if it thought of itself as being in the energy business. But even that will not be enough if it persists in imprisoning itself in the narrow grip of its tight product orientation. It has to think of itself as taking care of customer needs, not ? nding, re? ning, or even selling oil. Once it genuinely thinks of its business as taking care of people’s transportation needs, nothing can stop it from creating its own extravagantly pro? table growth. Creative Destruction. Since words are cheap and deeds are dear, it may be appropriate to indicate what this kind of thinking involves and leads to. Let us start at the beginning: the customer. It can be shown that motorists strongly dislike the bother, delay, and experience of buying gasoline. People actually do not buy gasoline. They cannot see it, taste it, feel it, appreciate it, or really test it. What they buy is the right to continue driving their cars. The gas station is like a tax collector to whom people are compelled to pay a peri- copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 10 NO TC OP YO RP OS T Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 11 NO TC It is not surprising that, having created a successful company by making a superior product, management continues to be oriented toward the product rather than the people who consume it. odic toll as the price of using their cars. This makes the gas station a basically unpopular institution. It can never be made popular or pleasant, only less unpopular, less unpleasant. Reducing its unpopularity completely means eliminating it. Nobody likes a tax collector, not even a pleasantly cheerful one. Nobody likes to interrupt a trip to buy a phantom product, not even from a handsome Adonis or a seductive Venus. Hence, companies that are working on exotic fuel substitutes that will eliminate the need for frequent refueling are heading directly into the outstretched arms of the irritated motorist. They are riding a wave of inevitability, not because they are creating something that is technologically superior or more sophisticated but because they are satisfying a powerful customer need. They are also eliminating noxious odors and air pollution. Once the petroleum companies recognize the customer-satisfying logic of what another power system can do, they will see that they have no more choice about working on an ef? ient, long-lasting fuel (or some way of delivering present fuels without bothering the motorist) than the big food chains had a choice about going into the supermarket business or the vacuum tube companies had a choice about making semiconductors. For their own good, the oil ? rms will have to destroy their own highly pro? table assets. No amount of wishful thinking can save them from the necessity of engaging in this form of â€Å"creative destruction. † I phrase the need as strongly as this because I think management must make quite an effort to break itself loose from conventional ways. It is all too easy in this day and age for a company or industry to let its sense of purpose become dominated by the economies of full production and to develop a dangerously lopsided product orientation. In short, if management lets itself drift, it invariably drifts in the direction of thinking of itself as producing goods and services, not customer satisfactions. While it probably will not descend to the depths of telling its salespeople, â€Å"You get rid of it; we’ll worry about pro? ts,† it can, without knowing it, be practicing precisely that formula for withering decay. The historic fate of one growth industry after another has been its suicidal product provincialism. Another big danger to a ? rm’s continued growth arises when top management is wholly trans? xed by the pro? t possibilities of technical research and development. To illustrate, I shall turn ? rst to a new industry—electronics—and then return once more to the oil companies. By comparing a fresh example with a familiar one, I hope to emphasize the prevalence and insidiousness of a hazardous way of thinking. Marketing Shortchanged. In the case of electronics, the greatest danger that faces the glamorous new companies in this ? ld is not that they do not pay enough attention to research and development but that they pay too much attention to it. And the fact that the fastest-growing electronics ? rms owe their eminence to their heavy emphasis on technical research is completely beside the point. They have vaulted to af? uence on a sudden crest of unusually strong gene ral receptiveness to new technical ideas. Also, their success has been shaped in the virtually guaranteed market of military subsidies and by military orders that in many cases actually preceded the existence of facilities to make the products. Their expansion has, in other words, been almost totally devoid of marketing effort. Thus, they are growing up under conditions that come dangerously close to creating the illusion that a superior product will sell itself. It is not surprising that, having created a successful company by making a superior product, management continues to be oriented toward the product rather than the people who consume it. It develops the philosophy that continued growth is a matter of continued product innovation and improvement. A number of other factors tend to strengthen and sustain this belief: 1. Because electronic products are highly complex and sophisticated, managements become top-heavy with engineers and scientists. This creates a selective bias in favor of research and production at the expense of marketing. The organization tends to view itself as making things rather than as satisfying customer needs. Marketing gets treated as a residual activity, â€Å"something else† that must be done once the vital job of product creation and production is completed. 2. To this bias in favor of product research, development, and production is added the bias OP YO RP OS T Dangers of RD Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO in favor of dealing with controllable variables. Engineers and scientists are at home in the world of concrete things like machines, test tubes, production lines, and even balance sheets. The abstractions to which they feel kindly are those that are testable or manipulatable in the laboratory or, if not testable, then functional, such as Euclid’s axioms. In short, the managements of the new glamour-growth companies tend to favor business activities that lend themselves to careful study, experimentation, and control—the hard, practical realities of the lab, the shop, and the books. What gets shortchanged are the realities of the market. Consumers are unpredictable, varied, ? ckle, stupid, shortsighted, stubborn, and generally bothersome. This is not what the engineer managers say, but deep down in their consciousness, it is what they believe. And this accounts for their concentration on what they know and what they can control—namely, product research, engineering, and production. The emphasis on production becomes particularly attractive when the product can be made at declining unit costs. There is no more inviting way of making money than by running the plant full blast. The top-heavy science-engineering-production orientation of so many electronics companies works reasonably well today because they are pushing into new frontiers in which the armed services have pioneered virtually assured markets. The companies are in the felicitous position of having to ? ll, not ? nd, markets, of not having to discover what the customer needs and wants but of having the customer voluntarily come forward with speci? c new product demands. If a team of consultants had been assigned speci? cally to design a business situation calculated to prevent the mergence and development of a customer-oriented marketing viewpoint, it could not have produced anything better than the conditions just described. Stepchild Treatment. The oil industry is a stunning example of how science, technology, and mass production can divert an entire group of companies from their main task. To the extent the consumer is studied at all (which is not much), the focus is forever on getting informa tion that is designed to help the oil companies improve what they are now doing. They try to discover more convincing advertising themes, more effective sales promotional drives, what the market shares of he various companies are, what people like or dislike about service station dealers and oil companies, and so forth. Nobody seems as interested in probing deeply into the basic human needs that the industry might be trying to satisfy as in probing into the basic properties of the raw material that the companies work with in trying to deliver customer satisfactions. Basic questions about customers and markets seldom get asked. The latter occupy a stepchild status. They are recognized as existing, as having to be taken care of, but not worth very much real thought or dedicated attention. No oil company gets as excited about the customers in its own backyard as about the oil in the Sahara Desert. Nothing illustrates better the neglect of marketing than its treatment in the industry press. The centennial issue of the American Petroleum Institute Quarterly, published in 1959 to celebrate the discovery of oil in Titusville, Pennsylvania, contained 21 feature articles proclaiming the industry’s greatness. Only one of these talked about its achievements in marketing, and that was only a pictorial record of how service station architecture has changed. The issue also contained a special section on â€Å"New Horizons,† which was devoted to showing the magni? cent role oil would play in America’s future. Every reference was ebulliently optimistic, never implying once that oil might have some hard competition. Even the reference to atomic energy was a cheerful catalog of how oil would help make atomic energy a success. There was not a single apprehension that the oil industry’s af? uence might be threatened or a suggestion that one â€Å"new horizon† might include new and better ways of serving oil’s present customers. But the most revealing example of the stepchild treatment that marketing gets is still another special series of short articles on â€Å"The Revolutionary Potential of Electronics. † Under that heading, this list of articles appeared in the table of contents: †¢ â€Å"In the Search for Oil† †¢ â€Å"In Production Operations† †¢ â€Å"In Re? nery Processes† †¢ â€Å"In Pipeline Operations† Signi? cantly, every one of the industry’s major functional areas is listed, except marketing. Why? Either it is believed that electronics holds no revolutionary potential for petroleum copying or posting is an infringement of copyright. [emailprotected] arvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 12 NO TC OP YO RP OS T Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO marketing (which is palpably wrong), or the editors forgot to discuss marketing (which is m ore likely and illustrates its stepchild status). The order in which the four functional areas are listed also betrays the alienation of the oil industry from the consumer. The industry is implicitly de? ned as beginning with the search for oil and ending with its distribution from the re? nery. But the truth is, it seems to me, that the industry begins ith the needs of the customer for its products. From that primal position its de? nition moves steadily back stream to areas of progressively lesser importance until it ? nally comes to rest at the search for oil. The Beginning and End. The view that an industry is a customer-satisfying process, not a goods-producing process, is vital for all businesspeople to understand. An industry begins with the customer and his or her needs, not with a patent, a raw material, or a selling skill. Given the customer’s needs, the industry develops backwards, ? rst concerning itself with the physical delivery of customer satisfactions. Then it moves back further to creating the things by which these satisfactions are in part achieved. How these materials are created is a matter of indifference to the customer, hence the particular form of manufacturing, processing, or what have you cannot be considered as a vital aspect of the industry. Finally, the industry moves back still further to ? nding the raw materials necessary for making its products. The irony of some industries oriented toward technical research and development is that the scientists who occupy the high executive positions are totally unscienti? c when it comes to de? ing their companies’ overall needs and purposes. They violate the ? rst two rules of the scienti? c method: being aware of and de? ning their companies’ problems and then developing testable hypotheses about solving them. They are scienti? c only about the convenient things, such as laboratory and product experiments. The customer (and the satisfaction of his or her deepest needs) is not considered to be â€Å"the problem†Ã¢â‚¬â€not because there is any certain belief that no such problem exists but because an organizational lifetime has conditioned management to look in the opposite direction. Marketing is a stepchild. I do not mean that selling is ignored. Far YO from it. But selling, again, is not marketing. As already pointed out, selling concerns itself with the tricks and techniques of getting people to exchange their cash for your product. It is not concerned with the values that the exchange is all about. And it does not, as marketing invariably does, view the entire business process as consisting of a tightly integrated effort to discover, create, arouse, and satisfy customer needs. The customer is somebody â€Å"out there† who, with proper cunning, can be separated from his or her loose change. Actually, not even selling gets much attention in some technologically minded ? rms. Because there is a virtually guaranteed market for the abundant ? ow of their new products, they do not actually know what a real market is. It is as if they lived in a planned economy, moving their products routinely from factory to retail outlet. Their successful concentration on products tends to convince them of the soundness of what they have been doing, and they fail to see the gathering clouds over the market. Less than 75 years ago, American railroads enjoyed a ? erce loyalty among astute Wall Streeters. European monarchs invested in them heavily. Eternal wealth was thought to be the benediction for anybody who could scrape together a few thousand dollars to put into rail stocks. No other form of transportation could compete with the railroads in speed, ? exibility, durability, economy, and growth potentials. As Jacques Barzun put it, â€Å"By the turn of the century it was an institution, an image of man, a tradition, a code of honor, a source of poetry, a nursery of boyhood desires, a sublimest of toys, and the most solemn machine—next to the funeral hearse—that marks the epochs in man’s life. 6 Even after the advent of automobiles, trucks, and airplanes, the railroad tycoons remained imperturbably self-con? dent. If you had told them 60 years ago that in 30 years they would be ? at on their backs, broke, and pleading for government subsidies, they would have thought you totally demented. Such a future was simply not considered possible. It was not even a disc ussable subject, or an askable question, or a matter that any sane person would consider worth speculating about. Yet a lot of â€Å"insane† notions now have matter-of-fact RP copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 13 NO TC OP OS †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ T Marketing Myopia †¢Ã¢â‚¬ ¢ †¢B EST OF HBR 1960 DO copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860 harvard business review †¢ top-line growth †¢ july–august 2004 page 14 NO acceptance—for example, the idea of 100-ton tubes of metal moving smoothly through the air 20,000 feet above the earth, loaded with 100 sane and solid citizens casually drinking martinis—and they have dealt cruel blows to the railroads. What speci? cally must other companies do to avoid this fate? What does customer orientation involve? These questions have in part been answered by the preceding examples and analysis. It would take another article to show in detail what is required for speci? c industries. In any case, it should be obvious that building an effective customer-oriented company involves far more than good intentions or promotional tricks; it involves profound matters of human organization and leadership. For the present, let me merely suggest what appear to be some general requirements. The Visceral Feel of Greatness. Obviously, the company has to do what survival demands. It has to adapt to the requirements of the market, and it has to do it sooner rather than later. But mere survival is a so-so aspiration. Anybody can survive in some way or other, even the skid row bum. The trick is to survive gallantly, to feel the surging impulse of commercial mastery: not just to experience the sweet smell of success but to have the visceral feel of entrepreneurial greatness. No organization can achieve greatness without a vigorous leader who is driven onward by a pulsating will to succeed. A leader has to have a vision of grandeur, a vision that can produce eager followers in vast numbers. In business, the followers are the customers. In order to produce these customers, the entire corporation must be viewed as a customercreating and customer-satisfying organism. Management must think of itself not as producing products but as providing customercreating value satisfactions. It must push this OP idea (and everything it means and requires) into every nook and cranny of the organization. It has to do this continuously and with the kind of ? ir that excites and stimulates the people in it. Otherwise, the company will be merely a series of pigeonholed parts, with no consolidating sense of purpose or direction. In short, the organization must learn to think of itself not as producing goods or services but as buying customers, as doing the things that will make people want to do business with it. And the chief executive has the inescapable responsibility for creating this env ironment, this viewpoint, this attitude, this aspiration. The chief executive must set the company’s style, its direction, and its goals. This means knowing precisely where he or she wants to go and making sure the whole organization is enthusiastically aware of where that is. This is a ? rst requisite of leadership, for unless a leader knows where he is going, any road will take him there. If any road is okay, the chief executive might as well pack his attache case and go ? shing. If an organization does not know or care where it is going, it does not need to advertise that fact with a ceremonial ? gurehead. Everybody will notice it soon enough. TC YO RP 1. Jacques Barzun, â€Å"Trains and the Mind of Man,† Holiday, February 1960. 2. For more details, see M. M. Zimmerman, The Super Market: A Revolution in Distribution (McGraw-Hill, 1955). 3. Ibid. , pp. 45–47. 4. John Kenneth Galbraith, The Af? uent Society (Houghton Mif? in, 1958). 5. Henry Ford, My Life and Work (Doubleday, 1923). 6. Barzun, â€Å"Trains and the Mind of Man. † Reprint R0407L Harvard Business Review OnPoint 7243 To order, see the next page or call 800-988-

Telnet Essay Example For Students

Telnet Essay PURPOSE OF THIS REPORTBefore gophers, hypertext, and sophisticated web browsers, telnet wasthe primary means by which computer users connected their machines with othercomputers around the world.Telnet is a plain ASCII terminal emulationprotocol that is still used to access a variety of information sources, mostnotably libraries and local BBSs. This report will trace the history and usageof this still popular and widely used protocol and explain where and how itstill manages to fit in today. HISTORY AND FUTURE OF TELNETTelnet is the accepted name of the Internet protocol and the commandname on UNIX systems for a type of terminal emulation program which allows usersto log into remote computer networks, whether the network being targeted forlogin is physically in the next room or halfway around the globe. A commonprogram feature is the ability to emulate several diverse types of terminalsANSI, TTY, vt52, and more. In the early days of networking some ten to fifteenyears ago, the internet more or less consisted of telnet, FTP (file transferprotocol), crude email programs, and news reading. Telnet made library catalogs,online services, bulletin boards, databases and other network services availableto casual computer users, although not with the friendly graphic user interfacesone sees today. We will write a custom essay on Telnet specifically for you for only $16.38 $13.9/page Order now Each of the early internet functions could be invoked from the UNIXprompt, however, each of them used a different client program with its ownunique problems. Internet software has since greatly matured, with modern webbrowsers (i.e. Netscape and Internet Explorer) easily handling the WWW protocol(http) along with the protocols for FTP, gopher, news, and email. Only thetelnet protocol to this day requires the use of an external program. Due to problems with printing and saving and the primitive look andfeel of telnet connections, a movement is underway to transform informationresources from telnet-accessible sites to full fledged web sites. However, itis estimated that it will still take several years before quality web interfacesexist for all of the resources now currently available only via telnet. Therefore, knowing the underlying command structure of terminal emulationprograms like telnet is likely to remain necessary for the networkingprofessional for some time to come. ADVANTAGES AND DISADVANTAGES OF TELNETThe chief advantage to the telnet protocol today lies in the fact thatmany services and most library catalogs on the Internet remain accessible todayonly via the telnet connection. Since telnet is a terminal application, manysee it as a mere holdover from the days of mainframe computers and minicomputers. With the recent interest in $500 Internet terminals may foretell a resurgencein this business. Disadvantages include the aforementioned problems that telnettends to have printing and saving files, and its primitive look and feel whencompared to more modern web browsers. OTHER APPROACHESThe functionality of the telnet protocol may be compared with the UNIXrlogin command, an older remote command that still has some utility today. Rlogin is a protocol invoked by users with accounts on two different UNIXmachines, allowing connections for certain specified users without a password. This requires setting up a .rhosts or /etc/hosts.equiv file and may involvesome security risks, so caution is advised. Using telnet instead of the rlogin command will accomplish the sameresults, but the use of the rlogin command will have the effect of savingkeystrokes, particularly if it is used in conjunction with an alias. CONCLUSIONSome argue that the future of the Internet lies in sophisticated webbrowsers like Netscape and Internet Explorer, or tools such as Gopher thatsave end users from having to deal with the command line prompt and thepeculiar details of commands like Telnet. While that may be the case, thetendency remains in place for programmers to develop new software by building onthe old. Therefore, knowing the underlying command structure of older protocolslike telnet and rlogin are likely to remain essential skills for the networkingprofessional in the forseeable future. Category: Technology