Archaeological Hearths - Features With Benefits

Archaeological Hearths - Features With Benefits A hearth is an archaeological feature that represents the remnants of a purposeful fire. Hearths can be extremely valuable elements of an archaeological site, as they are indicators of a whole range of human behaviors and provide an opportunity for obtaining radiocarbon dates for the period that people used them. Hearths are typically used to cook food, but may also have been used to heat-treat lithics, burn pottery and/or a variety of social reasons such a beacon to let others know where you are, a way to keep predators away, or simply provide a warm and inviting gathering place. The purposes of a hearth are often discernible within the remnants: and those purposes are key to understanding the human behaviors of the people who used it. Types of Hearths Over the millennia of human history, there have been a wide variety of intentionally-built fires: some were simply piles of wood stacked on the ground, some were excavated into the ground and covered to provide steam heat, some were built up with adobe brick for use as earth ovens, and some were stacked upwards with a mix of fired brick and potsherds to act as ad hoc pottery kilns. A typical archaeological hearth falls in the middle range of this continuum, a bowl-shaped soil discoloration, within which is evidence that the contents have been exposed to temperatures between 300-800 degrees centigrade. How do archaeologists identify a hearth with this range of shapes and sizes? There are three crucial elements to a hearth: inorganic material used to shape the feature; organic material burned in the feature; and evidence of that combustion. Shaping the Feature: Fire-Cracked Rock In places in the world where rock is readily available, the defining characteristic of a hearth is often plenty of fire-cracked rock, or FCR, the technical term for rock thats been cracked by exposure to high temperatures. FCR is differentiated from other broken rock because it has been discolored and thermally altered, and although often the pieces can be refit together, there is no evidence of impact damage or deliberate stone working. However, not all FCR is discolored and cracked. Experiments recreating the processes that make fire-cracked rock have revealed that the presence of discoloration (reddening and/or blackening) and spalling of larger specimens depends both on the kind of rock being used (quartzite, sandstone, granite, etc.) and the kind of fuel (wood, peat, animal dung) used in the fire. Both of those drive the temperatures of a fire, as does the length of time the fire is lit. Well-fed campfires can easily create temperatures up to 400-500 degrees centigrade; long-sustained fires can get to 800 degrees or more. When hearths have been exposed to the weather or agricultural processes, disturbed by animals or humans, they can still be identified as scatters of fire-cracked rock. Burned Bone and Plant Parts If a hearth was used to cook dinner, the leftovers of what was processed in the hearth may include animal bone and plant matter, which can be preserved if turned to charcoal. Bone which was buried under fire becomes carbonized and black, but bones on the surface of a fire are often calcined and white. Both types of carbonized bone can be radiocarbon-dated; if the bone is large enough, it can be identified to species, and if it is well-preserved, often cut-marks resulting from butchery practices can be found. Cut-marks themselves can be very useful keys to understanding human behaviors. Plant parts can also be found in hearth contexts. Burned seeds are often preserved in hearth conditions, and microscopic plant residues such as starch grains, opal phytoliths and pollen may also be preserved if conditions are right. Some fires are too hot and will damage the shapes of plant parts; but on occasion, these will survive and in an identifiable form. Combustion The presence of burned sediments, burnt patches of earth identified by discoloration and exposure to heat, is not always macroscopically apparent, but can be identified by micromorphological analysis, when microscopically thin slices of earth are examined to identify tiny fragments of ashed plant material and burnt bone fragments. Finally, non-structured hearthshearths that either were placed on the surface and were weathered by long-term wind exposure and rain/frost weathering, made without large stones or the stones were deliberately removed later and are not marked by burned soilshave still been identified at sites, based on the presence of concentrations of large quantities of burnt stone (or heat-treated) artifacts. Sources This article is a part of the About.com guide to the Archaeology Features, and the Dictionary of Archaeology. Backhouse PN, and Johnson E. 2007. Where were the hearths: an experimental investigation of the archaeological signature of prehistoric fire technology in the alluvial gravels of the Southern Plains. Journal of Archaeological Science 34(9):1367-1378. doi: 10.1016/j.jas.2006.10.027Bentsen SE. 2014. Using Pyrotechnology: Fire-related features and activities with a focus on the African Middle Stone Age. Journal of Archaeological Research 22(2):141-175.Fernndez Peris J, Gonzlez VB, Blasco R, Cuartero F, Fluck H, Saà ±udo P, and Verdasco C. 2012. The earliest evidence of hearths in Southern Europe: The case of Bolomor Cave (Valencia, Spain). Quaternary International 247(0):267-277. Goldberg P, Miller C, Schiegl S, Ligouis B, Berna F, Conard N, and Wadley L. 2009.Bedding, hearths, and site maintenance in the Middle Stone Age of Sibudu Cave, KwaZulu-Natal, South Africa. Archaeological and Anthropological Sciences 1(2):95-122. Gowlett JAJ, and Wrangham RW. 2013. Earliest fire in Africa: tow ards the convergence of archaeological evidence and the cooking hypothesis. Azania: Archaeological Research in Africa 48(1):5-30. Karkanas P, Koumouzelis M, Kozlowski JK, Sitlivy V, Sobczyk K, Berna F, and Weiner S. 2004. The earliest evidence for clay hearths: Aurignacian features in Klisoura Cave 1, southern Greece. Antiquity 78(301):513–525.Marquer L, Otto T, Nespoulet R, and Chiotti L. 2010. A new approach to study the fuel used in hearths by hunter-gatherers at the Upper Palaeolithic site of Abri Pataud (Dordogne, France). Journal of Archaeological Science 37(11):2735-2746. doi: 10.1016/j.jas.2010.06.009Sergant J, Crombe P, and Perdaen Y. 2006. The ‘invisible’ hearths: a contribution to the discernment of Mesolithic non-structured surface hearths. Journal of Archaeological Science 33:999-1007.

Creationism VS Evolution essays

Creationism VS Evolution essays Evolution is not only improbable but clearly impossible. Extensive evidence against evolution is uncovered with every major scientific discovery. Every evolutionist "fact" can easily be rebuked by creationists. Twelve supposed hominoids have been discovered and presented as supporting evidence to evolution. While in all actuality nine of the twelve supposed hominids are actually extinct species of ape. While the remaining three are completely developed humans. Neanderthals were once considered pre-humans by evolutionists but recent studies have shown that the Neanderthals are completely developed humans (Homo sapiens) suffering from bone diseases caused by vitamin D deficiency. Many textbooks still display Neanderthals as pre-humans, which, for the sake of scientific accuracy, needs to be corrected. There have been many mistakes and hoaxes involving early humans. The Nebraska man was "discovered" in 1922. It was made famous by Henry Osborn of the American museum of natural history. This tooth was used at the Scopes "monkey" trial in 1925 as irrefutable evidence of the animal ancestry of man. This specimen was so overblown that a "picture" of the Nebraska man and his wife were pub lished in the London daily news, all from a tooth. When the rest of the skeleton of the beast were found in 1927, it turned out to be noting but an extinct pig. In addition, because of this mishap, evolution has been taught as fact in our public schools. The evolutionists believe that new traits come about by chance, by random changes in genes called "mutations. That may be great for the evolutionists but in the real world, mutations are responsible for genetic defects, including hemophilia, albinism, and certain kinds of cancer and brain malfunction. Neo-Darwinists, commonly called evolutionists, believe that mutations are the raw material of evolution. The intelligent design scientists (not creationists) response in a simple mutations...

Timeline Essay Example | Topics and Well Written Essays - 1750 words

Timeline - Essay Example The definition of the computer used today is based primarily in von Neumann’s conception that the computer is a device, which is capable of accepting data input, processing data, storing it and producing data output. The history of computing has progressed from the vacuum tube to the transistor, ultimately to the microchip and modem. This paper will provide a comprehensive timeline of the history of computing, describing the evolution of various computing items through timelines such as 2400 BC–1949,  1950–1979,  1980–1989,  1990–1999,  2000–2009,  2010–2019. 2400 BC–1949 In this period, computing devices focused primarily on enhancing people’s capacities to make calculations. The initial devices used for calculation were tally sticks, with the Lebombo bone being the first known to modern archeology. However, the abacus, developed in 2400BC is the first ever calculator, invented by the Babylonians to enhance sim ple arithmetic. The Chinese abacus (suanpan) was invented in 200BC and was widely used before the invention of present day’s calculator (Isaacson, 2011). ... In 1930, American Vannevar Bush developed a partly electronic difference engine with the capacity to solve differential equations. In 1939, German Helmut Schreyer completed a prototype memory using neon lamps and a 10-bit adder prototype using vacuum tubes. In 1942, Americans Atanasoff and Berry made a special-purpose calculator for system solutions of linear equations, later known as the Atanasoff-Berry-Computer (ABC). German Konrad Zuse created the S1, which was the first process computer that measured the surface of wings (Turner, 2006). In 1944, IBM developed the second program machine, which was 51 feet long and weighed nearly 5 tons. In British, in 1949, the Manchesteer Mark 1’s final specifications were completed. This machine was the first computer to utilize the equivalent of index registers, which entered the second generation computing architecture in 1955. 1950–1979 This period appeared to focus intently on the creation of computer communication and intellig ence. In 1950, the Pilot ACE computer, having 800 vacuum tubes with mercury delay lines as its main memory became functional in the UK (Black, 2001). In 1951, Americans J. Prespert Eckert and John Maunchly designed the first commercially operational electronic computer, UNIVAX, which handled both textual and numeric information. This machine’s implementation was the real start of the computer age (Isaacson, 2011). In 1951, the CIRAC (Council for  Scientific and  Industrial  Research  Automatic  Computer) became the first digital computer used to play music. In 1952, IBM introduced the IBM 701, which was the initial computer in its 700 and 7000 series of large scale machines. In 1960, the initial ordered, technical programming

How to success with social media such as my father Essay

How to success with social media such as my father - Essay Example Each has his own way of measuring success. One may view it as ‘making loads of money’, while others may perceive success as fulfillment of goals and maximizing one’s potential. But to be particular, what I’ll be discussing here is about the success achieved by my father through the use of the social media. Social media are the ‘media for social interaction using web-based and mobile technologies for interactive communication’ . In other words, these are the likes of Facebook, Twitter, Cyworld, LinkedIn and others. You see, my family was poor when I was a child. Though he was already a plastic surgeon then, he had very little patients. But when the â€Å".com† boomed, my father joined the bandwagon and built a plastic surgery website. Through the website he advertised the services he offered and established a good network of clients. He also promoted community network service in the site, thus increasing his visitors’ traffic. Now I am proud to share with you guys, that my father gained success in his endeavors and now has a big network of marketing service team. Though we may view my father’s success as because of the websites, I will still say that the website is only half of his success. The other half is because of the inner qualities that he possessed to achieve his goals. As Richard St. John puts it, ‘passion, love, hard work, practice, focus, push, ideas and persistence are the secrets to success.’To succeed, a person must have passion for whatever he is doing or promoting. It is the ‘energy that comes from bringing more of you into what you do’ (The M.A.P.) It lights the fire to make you do what you want to do and do it to the best of your abilities. By doing your work passionately shows your love to your work. And when you love your work you’ll continue doing it irrespective of monetary rewards. Also, success entails hard work. Not only work but hard work. D uring this process when you realize you need a lot of practice to get perfect results. Getting perfect results need focus. Focus to attain perfection. But whatever it is, always remember that great things come from good ideas. Whatever the idea is, whether big or small, it’s just right to pursue it because nobody knows what will happen unless you give it a try. In addition, being persistent can lead you to success. Had my father were not persistent enough to try his luck in the social media, then he would not have achieved his status today. However, Will Edward has a different listing as to what success means to him. To him it needs ‘commitment, open mind, persistence, flexibility, faith, thankfulness and passion to be successful’ (Edward 2006). The number one in his list is commitment. To be fully committed, a person must bind his emotions and mind in fulfilling a certain goal. You need to take action relevant to your wishes to make it happen. But you’ve got to have your own dream and commit yourself to its accomplishment. As soon as you’re committed, you need an open mind to consider every possible solution available to achieve the goal. Like in the case of my father, he showed his open-mindedness when he tried using the social media even though it was still at its infancy stage and have not proven results yet. And he proved to be right. Next in the list of the keys of success of Edward is persistence, the act of being firm in the decision to do what he thinks is the way to the achievement of his goal. Persistent people are sometimes called hard-headed because they refuse to give up even in the face of continuous failure. Just in the case of my

Registered Nurse Case Study Example | Topics and Well Written Essays - 500 words

Registered Nurse - Case Study Example protocols and therefore a bit uncertain and lacking in her communication with the patients, the doctors and Miss Cook. Cook has to help Miss Wolf to shed her complexes and make her an efficient member of the staff. Usually, there are two methods. One is the Chosen leadership style and the other is the Authoritative leadership style. In the former, the leader is a chosen one and therefore has to be pleasant mannered, ever ready to help, interested in staff welfare, and be able to win the goodwill of all concerned. She has to use persuasion than power, instill duty consciousness in the nurses and teach them to find happiness in doing their job well. The other method is the Authoritative leadership style. This is indicated when circumstances call for a new vision. Any unit requires a clear sense of direction in order to achieve progress. If this is the problem, the Authoritative style would be very usefull. Sometimes organizations drift without any sense of direction and on such occasions also the Authoritative style is more appropriate and relevant. This style has a special attitude. It seems to say, "Come on! Come with me! I am with you. We will shatter all problems and go ahead!" Though authoritative, the style allows the workers a lot of freedom to deploy their own methods, skills and diplomacy and even to take calculated risks up to a limit.

Harley Davidson Analysis

Harley Davidson Analysis Abstract The aim of this paper is to discuss the critical evaluation of the transformation process undertaken by Harley Davidson and analyse the contribution that the transformation made to the success or failure of the Harley Davidson. This paper also highlighted the competitive analysis of the US motorcycle industry and analsye the strategies that helps the Harley Davidson to get the sustainable competitive advantage from their 2nd most powerful competitor Suzuki. All the related strategies are described in Appendix due to word limitation. This paper also focuses on the further strategies such as EPR system, porter generic strategies etc. by which Harley Davidson would get competitive advantages before 2004. As a manager, author would also recommend differently and how they could use those strategies before 2004 to get the sustainable competitive advantages and also the successful implementation of transformation process. Aims This study involves a general evaluation of Harley Davidson to assess its transformation process. The study also attempts to assess the impact of the change on their performance. More specifically, the study aims at: Identifying Harleys transformation process Justifying the transformation process To conduct a brief literature on change management relating with Harleys case Analyse the Harleys competitive advantage from their competitor To recommend differently as a manager regarding different strategies to get the sustainable competitive advantage Methodology The report has used various books, e-journals and websites. Assumption It is assumed that information collected for the purpose of the report is correct and relevant. 1. Company Overview Harley Davidson began in Milwaukee in 1903 when two partners, Bill Harley and Arthur Walter Davidson, developed a one cylinder motorcycle. Harley Davidson grew quickly. By 1912 Harley Davidson was exporting their motorcycles overseas. During WW1, over 20,000 Harley-Davidson motorcycles were used. By the end of the war there were over 2000 dealerships worldwide. After WW1, the demand for motorcycles in Europe grew rapidly. Harley Davidson became a leader in innovative engineering during the 1920s. However, during WW2 Harley Davidson prospered with sales of motorcycles to the military. They earned the coveted Army-Navy award for excellence in wartime production. After WW2, Harley Davidson transformed from producing military to recreational motorcycles. By 1953, Harley Davidson was the last remaining motorcycle manufacturer in the United States. By 1960 Harley Davidson had begun a gradual decline. Harley Davidson merged with the American Machine and Foundry Company (AMF). This merger briefly raised sales. By the mid 1970s, a declining market, a sluggish economy and increasingly fierce competition from Asian manufacturers was once again taking its toll on Harley Davidson. This culminated in a 1981 management buyout saving Harley Davidson from bankruptcy. After the 1981 management buyout, Harley Davidson had to re-organize. Faced with a terrible reputation for quality and rising costs, Harley Davidson focused on marketing. It wanted to differentiate itself from its competitors by building upon its heritage and its unique American styling. These improvements turned Harley Davidson into a remarkable success story. Between 1999 and 2004 revenues grew on average 14% yearly while profits grew 23% on average yearly. Harley Davidson is now the largest American motorcycle manufacturer. They design manufacturer and sell heavyweight touring, custom and performance motorcycles. Currently the company has over 28 models of touring and custom Harley motorcycles distributed through a network of more than 1300 dealerships worldwide. They also sell motorcycle parts, accessories, clothing and collectibles. The company also makes motorcycles under the Buell nameplate. (Source: Harley-Davidson, 2009) 2. Change Management Change is constant. Change in organisations is said to often be made in three areas: 1) structure, i.e. new services or programs; 2) technology, i.e. alteration in equipment and/or automation; and 3) people, i.e. selection, hiring, training, relationships, and attitudes. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. Change management has been defined as ‘the process of continually renewing an organizations direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran and Brightman, 2001, pg. 111). According to Burnes (2004) change is an ever-present feature of organizational life, both at an operational and strategic level. Therefore, there should be no doubt regarding the importance to any organisation of its ability to identify where it needs to be in the future, and how to manage the changes required getting there. Consequently, organisational change cann ot be separated from organisational strategy, or vice versa (Burnes, 2004; Rieley and Clarkson, 2001). Due to the importance of organisational change, its management is becoming a highly required managerial skill (Senior, 2002). 3. Change Management Process Organisational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. According to Nickols, (2004), change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down process, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realised, and the outcome. In the process of bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can cope with the change, and also how management can assist them through the transition. In this context, effective change management should be able to help individuals evolve from negative feelings such as fear and anxiety towards positive feelings about the changes be ing made. Effective change management deals with diagnosing problems and determining an alternative that involves changing the organisational structure or processes. It also identifies and deals with the individual responses to change that can hinder the success of the project. To understand change management better, we need to understand the various models and strategies that managers may follow. Some of the models include the Leadership model, Improvisational Model, Theory E versus Theory O, and the ADKAR model (Please Refer Appendix A1) 4. Harley Davidson Transformation Process The Harley Davidson transformation began with a company that was suffering. In the 10 years to 1983, Harleys market share of the 850 CC plus motorcycle category had dropped from 80% to 23%. The company was hemorrhaging cash and profits. Staffs were demoralised. The culture and environment was toxic. According to Jenkinson Sain, (2009), the Transformation process of the Harley Davidson was divided into two phases: First Phase: The first phase of the transformation involved rationalisation and tough command and control management. This was First phase of change management process. It was not enough however to create success for this positivity and commitment of Harley Davidson. For this reason Harley Davidson decided to go second phase of the change process (Jenkinson Sain, 2009). Second Phase: The second phase of the management was core-integrated marketing of Harley Davidson. Harley Davidson had to move out of financial regulation and power governance into shared marketing commitment towards vision and value based on a collective appreciation of the Harley identity (Jenkinson Sain, 2009). Harleys problems began it was the company was sub optimized internally, with many hostile management/union relationships, and failed to match the market in customer value. The Japanese did not create the problem: they exposed the problem. Many companies share this problem. They may have succeeded in avoiding the extreme problems that Harley had, often by effective first phase management. The challenge of is to move into second phase. Second phases Integrated Marketing depends first on uniting everyone around a collective vision of value that connects to the identity and purpose of the organisation/brand. This depends on a profound and shared understanding of customers and an organisation that can deliver value seamlessly throughout all customer experiences across the relationship. This also means connecting and matching spiritual with practical qualities: vision, purpose, values with information, processes, and systems (Henshaw Kerr, 2001). 5. Implementation of Transformation process There are a number of factors that affect the strategies used for change management (Please refer Appendix B1), and ultimately whether the change is effective. One set of factors is how resistant people are to change. People may resist change because they are unsure of how it affects them, misunderstand the changes, have a different assessment of the current and future environment, or simply have a low tolerance for change. A second factor is the urgency of the change. How important is it, and how critical it is to the business needs of the organization? This also affects the time frame under which the changes need to be implemented. A third factor is how ready is the organisation for the change? Does it have the skills and knowledge needed to implement the change? Finally, management will have preferred strategies for managing the change. This might be based on research and studies they have made, or from past experiences (Kotter, 1996). If we look at the various models (Please refer Appendix A1) for change, it is apparent that there are certain situations where a particular model will not be as effective. For example, I would not expect the improvisational model to work well in a rigid, autocratic environment. This model would work best in an informal, cooperative environment where the workers are encouraged to take risks and display initiative, and everyone is open to new ideas (Orlikowski and Hofman, 1997). The Theory E and Theory O models represent opposite ends of the spectrum. Theory E is more appropriate when the focus is on the short term, and the goal is to maximize the return on investment. The Theory O is more appropriate when the emphasis is on the long-term survival of the company (Beer and Nohria, 2001). The leadership and ADKAR models are both effective in situations where the change is a programmed change, and management needs to secure the buy-in and support of the employees. Both of these models emp hasize the leadership aspect of change management, and deal with the behavior of individuals in response to change. 6. Transformation Model for Harley Davidson Integrated Marketing amounts to a widening of the responsibility, potential and vision for many marketers and therefore for marketing. Rich Teerlink, CEO of Harley-Davidson, describes a leadership journey by which just such a transformation took place. Under his leadership, Harley-Davidson changed from a somewhat toxic, hierarchical, command and control organisation to something new and nimble that is the present-day foundation for its ongoing success as an Integrated Marketing leader. Initially that change did require command and control to get out of the solvency crisis. However, the sustained success that Harley Davidson has, its came from a different kind of change. Involvement, empowerment and alignment were the secret of success of Harley Davidson. The result is something called the Business Process, an extensive and ongoing programme of Harley Davidson that involved and involves everyone in the Harley Davidson from top to bottom in establishing shared values and vision, shared mission and operating philosophies, and agreed objectives and strategies (Jenkinson Sain, 2009). According to Teerlink (cited in Jenkinson Sain, 2009) and his partner in the process, consultant Lee Ozley, â€Å"Instead of demanding compliance, managers have to earn, and call upon, commitment†. The extensive change process, over several years, that led to this, known as the Joint Vision Process, also led to a radical new organisation. Instead of the conventional hierarchical structure, Harley-Davidson developed what they call a circle organisation of three overlapping elements concerned with creating demand, producing products and providing support. A leadership and strategy council at the centre has members nominated from these circles. Harley-Davidson Circle organisation Jeff Bleustein, former president of parts and accessories, describes the uniqueness of the circle organization, According to Bleustein, there are a lot of companies with self-managing work teams on the factory floor. In fact, thats where a lot of innovation comes in some companies as far away from the executive offices. He took this concept of self-managing groups and made it work at the executive level of Harley Davidson. The solution to Integrated Marketing is not to blindly copy the Harley- Davidson solution. Jeff Bleustein also give some criticism against the integrated marketing approach. He predicted that integrated marketing approach would not work, because Harley Davidson grew organically out of the process. However he has observed some other radical structures both within the marketing department of the large organisation. He was certain that to achieve best practice in Integrated Marketing there is a need for the organisation structure to grow out of and reflect the organis ing idea of value and purpose that animates the brand organisation, rather than be driven by traditional considerations of power and status (Jenkinson Sain, 2009). Ron Hutchinson, currently vice president for parts, accessories and customer service, gives a perspective on this change and its effect that relates to Integrated Marketing. He verified that this was a vision of the way people needed to be engaged in an organization, and developed a structure the Business Process of Harley Davidson that allows for theoretical alignment of an individuals job with the long-term direction of the company. Hutchinson aware of that no other organisation has built a whole process and structure around that. In the final analysis, he would say the customer service department, where a customer spent eight hours a day taking phone calls from unhappy campers, is a true test of whether the Business Process works or not. He was convinced that Harley Davidson wouldnt have the reputation that they have today in the marketplace if they didnt have front-line people excited by charismatic, visionary leadership, who can see exactly how their little piece of the organiza tion fits into the long-term strategy and direction of the company (Teerlink Ozley, 2000). According to Teerlink, to complement the organizational changes, new rewards and incentive systems were introduced. They are changing their pay system to pay for performance. They needed their people to understand empowerment. An employee must make the decision that he or she wants more training no one will tap an employee on the shoulder but once an employee are there, they will help an employee. The executive committee was the first group to go through the [Leadership] institute. They didnt want anyone to get the attitude that the executive committee doesnt have anything to learn (Nolan Kotha, 2007). Line workers were exposed to the interrelation among products, sales, and profitability. Harley Davidson also prepared nontechnical explanations of how cash flows and flexible production affected financial success. Harley made substantial changes in worker job descriptions, responsibilities, and production processes to increase job enrichment and worker empowerment. In 1993 Harley-Davidson acquired a minority interest in the Buell Motorcycle Company, a manufacturer of performance motorcycles. Through this investment Harley hoped to enter select niches within the â€Å"performance† motorcycle market, which several top executives thought would return Harley to its heritage of product innovation and development through lessons from the racetrack (Teerlink Ozley, 2000). 7. Successful Transformation process in Harley Davidson Due to successful transformation process of Harley Davidson (H-D), impressive integrated marketing strategy gave Harley Davidson a brand name that more recognized than any other company. Indeed, the strategy was not to focus on reducing the costs, or on the distribution improvement, but the main element was to create customer value. In other words, H-Ds was to give more credibility, trust, safety, desires, quality of product and service, and thus fidelity to its brand. In order to reach that goal, H-D centralised its marketing on these topics, for example creating a Harley Owners Group who rallies more than 900,000 members worldwide (Harley-Davidson, 2009). The main interest of this group is to ensure members to know each other, and become a second family who share the same interests, wills, and thoughts. This integrated marketing strategy also ensures H-D to maintain a strong relationship with its customers, and thus a strong brand name all over the world. According to customers, th e owners of H-D say that this brand understands customers needs, and also that they are always for their customer if a problem appears. These remarks can be linked with H-Ds values. According to H-D â€Å"Our values are the heart of how we run our business. They guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company.† These values are: Be Fair, Tell the Truth, Keep Your Promises, Respect the Individual, and Encourage Intellectual Curiosity (Harley-Davidson, 2009). This integrated marketing approach can also be linked with the mission statement of H-D: â€Å"We fulfill dreams through the experience of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments (Harley-Davidson, 2009).† In order to be successful, organizations must determine clear financial and strategic objectives (Hitt et.al, 2005). Harley Davidson gained a greater market share, achieved higher product quality than rivals, maintained a stronger reputation and a better branding strategy than its competitors, increased levels of customer satisfaction and finally attained stronger customer loyalty due to successful transformation process. In the 60s and 70s Harleys strategic intent was based on â€Å"going shoulder-to-shoulder against the predominantly Japanese companies† (Harley-Davidson, 2009). Harley could not compete on the price level, and the Japanese products were of superior quality, Harley decided to compete in other areas. Their new strategy was to connect with people on an emotional level. They are not selling a product but a way of life, a way of thinking. Due to successful transformation process of Harley Davidson changed its strategy from selling products to selling community (Teerlink Ozley, 2000). And the fact that H-D has developed a Brand stretching strategy, which was an element of Harleys success in developing relationships with customers. Indeed, owners can buy other Harleys products than bikes; it means that they can be more than a biker, they can join Harleys group buying leather accessories or clothes, and even cosmetics. 8. Competitor Analysis/Strategic Issues There are four strategic issues that H-D has to face with. The most important is the European market where H-D has to increase its sales, then, linked with the first issue, there is a fierce competition with the Japanese firms such as Honda and Yamaha. The other issues are the womens market and the accessories, which are in decline. Harley-Davidson is not very famous in Europe where Harleys market share of 650 cc plus motorcycle is less than 7% (6.6%), while in North America Harley-Davidson has a huge market share (46.4%), 21.3% for the Asian market. The main industry competitors are Honda, Suzuki, Yamaha, Kawasaki and BMW. Harley-Davidson is the market leader in the U.S. market with 46.4% market share (Teerlink Ozley, 2000). Their domestic position is quite secure however the rival companies are all aiming to increase their impact on the North American market. Rival manufacturers such as Kawasaki or BMW have all made a serious attempt to establish them at the heart of Harleys market. The Japanese bikes were often considered to be ‘sissy cycles by Harley lovers (Mitchell, 2001). This image is slowly changing and the Japanese companies are trying to ‘out Harley the Harley models. Yamaha motor USA is starting to improve its position in its various markets. The U.S. sales have increased for 47% since 1998. Harley Davidson had a tough time in creating an image for themselves particularly in the cruiser markets. Harley continues to dominate the U.S market and is also the leader in the Asian/Pacific markets with 21.3% market share (Henshaw Kerr, 2001). Yamaha is also trying to outperform Harley and is improving its mass customization skills. The Yamaha website offers a section that allows customers to design their own bike and choose the look and functionality they desire. The interface ensures customers to choose from 75 Yamaha accessory items and makes it easy for the customer to purchase the bike online. The Yamaha V Max model, the Drag Star, and the Road Star models attract customers with their slick design and technological tweaks (Yamaha, 2009). The Yamaha sports models are also very successful and the company is still maintaining a strong position in world markets. European rivals are also trying to make an impact on this lucrative market. Italys Moto Guzzi recently introduced the V11 EV custom cruiser. BMW introduced 3 models of its R1200C cruiser and thanks to clever advertising is beginning to improve its position in the U.S. and Asian markets (BMW Annual report, 2004). 9. Harley Davidsons Strategic Implementation While Harley was booming in U.S market during the late 1950s, then the market attracted Japanese motorcycles manufacturers, beginning with Honda. Other Japanese firms, Suzuki, Yamaha and Kawasaki also followed Honda. Behind Honda, Suzuki was the main competitor for Harley Davidson and while Suzuki marketed smaller, quieter and more fuel-efficient motorcycles that required little or no maintenance and were easier to handle compare to Harleys bikes. In order to get sustainable competitive advantages, Harley Davidson implemented different types of strategies that helped them become one of the most dominant motorcycle producers in the world as well as differentiate them from their one of the most powerful competitor Suzuki. As stated earlier, strategic issues that H-D has faced is increased segmentation in the motorcycle industry causing them to shift focuses in their strategy. With the purchase of Buell Motorcycle Co. they have been successfully able to increase their market segmentation by offering high quality bikes at competitive price. This allowed H-D to have the opportunity to move from a differentiation strategy to a cost/differentiation strategy (Henshaw Kerr, 2001). Harley Davidsons use of the Cost/Differentiation as a Business Level Strategy has proven highly successful since they have been in business. They have always tried to differentiate themselves from everyone else in the motorcycle industry, by producing a brand image that many competitors have failed to recreate. Harley Davidson has two different companies built into one. The first of the two companies produces motorcycles at competitive prices against their competitors. Harley Davidson demands high standards of quality and efficiency and demand lower costs, which will add to a higher quality less expensive motorcycle. Harley Davidson has done extensive research to find out information about their average customer. Harley Davidson concluded that the average motorcycle consumer is a married, college educated, 38 year-old male earning $44,250 a year and his average income is increasing. Research also shows that females represent 10% of the new purchasers (Henshaw Kerr, 2001). The second company that Harley Davidson implemented is the Costume Vehicle Operations or CVO. This company specializes and customizes the motorcycles to suit the individual owner. Harley Davidson also offers genuine parts and accessories so Harley owners can customize their own motorcycles. The CVO tries to use the differentiation strategy to beat out its competitors. The customisation of a motorcycle can prove to be very expensive and time consuming, but Harley Davidson knows that what good is a bike if you cannot show people who you really are. The customers are willing to wait an average of 1 year after placing their order to receive their customized motorcycle. Every other motorcycle manufacturer is trying to imitate Harley and their products. Harley has the top of the industry manufacturing process with large state of the art factories, and distribution, with many small and personalized, to market dealers, who sell their products (Harley-Davidson, 2009) Harley Davidsons Corporate Level Strategy tends to favour the Related Diversification Strategy. Their two primary businesses are related to each other in some manner or another. The two divisions, CVO and the Competitive Price Division, are related by using the same suppliers. Although the two divisions serve two totally different responsibilities to the consumers, they are truly related in their strengths to differentiate themselves from all the other competition. Harley Davidson does not do much promotion at the corporate level. Primarily, the local dealers do their promotion (Mitchell, 2001). Harley Davidson Motor Co. of Wauwatosa, Wisconsin has become known for translating process innovation into business revival. A significant contributor to this growth is a new-product cost management strategy, based on design for manufacturability. The company recognized that while 70% of their product cost was determined at the design function, the cost strategy went far beyond the function of product development. Their strategy was two fold, with the first linking cost management to corporate objectives, and the second validates and measures progress towards cost targets. Cross-functional integration was paramount in implementing this strategy. Cost analysts work with development team members, while design engineers worked closely with manufacturing personnel to understand cost constraints in conjunction with an understanding of how things would be made. This strategy has helped Harley-Davidson capture nearly 50% of the U.S. market for motorcycles, while achieving double-digit reven ue growth (Teerlink Ozley, 2000). 10. Recommendations As a manager author will identify the key areas of further strategic implementation by which Harley Davidson will get sustainable competitive advantage in their industry. Author identifies that Harley Davidson still not using the EPR system. Harley Davidson can use the ERP system to enhance the integrated marketing approach. Usually ERP systems will have many components including hardware and software, in order to achieve integration, most ERP systems use a unified database to store data for various functions found throughout the organisation. The term ERP originally referred to how a large organization planned to use organizational wide resources. In the past, ERP systems were used in larger more industrial types of companies. However, the use of ERP has changed and is extremely comprehensive, today the term can refer to any type of company, no matter what industry it falls in. In fact, ERP systems are used in almost any type of organization large or small. In order for a software system to be considered ERP, it must provide an organization with functionality for two or more systems. While some ERP packages exist that only cover two functions for an organization Payroll Accounting, most ERP systems cover several functions. Todays ERP systems can cover a wide range of functions and integrate them into one unified database. For instance, functions such as human resources, supply chain management, customer relations management, financials, manufacturing functions and warehouse management functions were all once stand alone software applications, usually housed with their own database and network, today, they can all fit under one umbrella the ERP system (Tech-faq, 2009). In retrospect, author would have recommended that Harley do a few things differently. First, they could have researched the literature on what types of problems mechanistic manufacturing organizations face when they try to implement an ERP system in a highly inflexible environment. There was enough research and case analysis available to do this. While they were clearly aware of potential change resistance and the need to get all stakeholders involved, the amount of time their search and selection process required was ridiculous in todays business environment. Author speculate that the sheer demand and high prices of their product allowed them to wallow in their inefficiencies a few more years before they had to bite the bullet (Hirschboeck et.al, 2004). Second, obtaining the advice of experienced software and supply chain consultants earlier in the process probably could have saved some time and created a defined focus. Often, managers use the discipline and recommendations of consultants to reinforce the need for organizational change. With the purchasing process out of control, they could have brought in some purchasing expertise to clean up some of the mess before selecting a software system to help organize the process. According to the website, only 10% of the Harleys customers are females. But female bikers are more and more interested by bikes (www.moto-station.com). Yamaha and Kawasaki are trying to take advantage of this growing interest of female bikers and many of their ads feature women on motorcycles. Harley Davidson can take this new opportunity to get sustainable competitive advantage in their industry. Another key issue for the future is the problem of the accessories. Indeed, those products such as perfumes or cosmetics are decreasing a lot. So, Harley-Davidson should take a decision about this unsuccessful strategy of brand stretching. But, this strategy has a lot of success regards to the leatherwear and fashion area. Harley-Davidson should continue to improve this brand stretching and not leave the market of cosmetics and perfumes. Harley was successful in transforming its scattered purchasing functions into a supplier relationship management program. The supplier portal now serves 300 of its 695 suppliers. In 2004, the company was extending portal access to its accessories and merchandise suppliers. This year, Harley will have about 300 IT employees (Hirschboeck et.al, 2004). The department should manage by experienced leaders who specializing in a particular area of expertise supporting a key company function. Record earnings for the first quarter of 2004 were gained from a 13% increase in sales, the largest in its history ((Nolan Kotha, 2007)). Analysts are crediting its profit growth and margin control to improvement in its supply chain efficiencies. Harley holds a 46% market share in heavyweight motorcycles in the US. The company sponsors a club for its customers, known as the Harley Owners Group (HOG) that allows the company to do direct market research and solicit ideas for product development and testing from 600,000 members. In 2002, the company produced 28 models Harley Davidson Analysis Harley Davidson Analysis Abstract The aim of this paper is to discuss the critical evaluation of the transformation process undertaken by Harley Davidson and analyse the contribution that the transformation made to the success or failure of the Harley Davidson. This paper also highlighted the competitive analysis of the US motorcycle industry and analsye the strategies that helps the Harley Davidson to get the sustainable competitive advantage from their 2nd most powerful competitor Suzuki. All the related strategies are described in Appendix due to word limitation. This paper also focuses on the further strategies such as EPR system, porter generic strategies etc. by which Harley Davidson would get competitive advantages before 2004. As a manager, author would also recommend differently and how they could use those strategies before 2004 to get the sustainable competitive advantages and also the successful implementation of transformation process. Aims This study involves a general evaluation of Harley Davidson to assess its transformation process. The study also attempts to assess the impact of the change on their performance. More specifically, the study aims at: Identifying Harleys transformation process Justifying the transformation process To conduct a brief literature on change management relating with Harleys case Analyse the Harleys competitive advantage from their competitor To recommend differently as a manager regarding different strategies to get the sustainable competitive advantage Methodology The report has used various books, e-journals and websites. Assumption It is assumed that information collected for the purpose of the report is correct and relevant. 1. Company Overview Harley Davidson began in Milwaukee in 1903 when two partners, Bill Harley and Arthur Walter Davidson, developed a one cylinder motorcycle. Harley Davidson grew quickly. By 1912 Harley Davidson was exporting their motorcycles overseas. During WW1, over 20,000 Harley-Davidson motorcycles were used. By the end of the war there were over 2000 dealerships worldwide. After WW1, the demand for motorcycles in Europe grew rapidly. Harley Davidson became a leader in innovative engineering during the 1920s. However, during WW2 Harley Davidson prospered with sales of motorcycles to the military. They earned the coveted Army-Navy award for excellence in wartime production. After WW2, Harley Davidson transformed from producing military to recreational motorcycles. By 1953, Harley Davidson was the last remaining motorcycle manufacturer in the United States. By 1960 Harley Davidson had begun a gradual decline. Harley Davidson merged with the American Machine and Foundry Company (AMF). This merger briefly raised sales. By the mid 1970s, a declining market, a sluggish economy and increasingly fierce competition from Asian manufacturers was once again taking its toll on Harley Davidson. This culminated in a 1981 management buyout saving Harley Davidson from bankruptcy. After the 1981 management buyout, Harley Davidson had to re-organize. Faced with a terrible reputation for quality and rising costs, Harley Davidson focused on marketing. It wanted to differentiate itself from its competitors by building upon its heritage and its unique American styling. These improvements turned Harley Davidson into a remarkable success story. Between 1999 and 2004 revenues grew on average 14% yearly while profits grew 23% on average yearly. Harley Davidson is now the largest American motorcycle manufacturer. They design manufacturer and sell heavyweight touring, custom and performance motorcycles. Currently the company has over 28 models of touring and custom Harley motorcycles distributed through a network of more than 1300 dealerships worldwide. They also sell motorcycle parts, accessories, clothing and collectibles. The company also makes motorcycles under the Buell nameplate. (Source: Harley-Davidson, 2009) 2. Change Management Change is constant. Change in organisations is said to often be made in three areas: 1) structure, i.e. new services or programs; 2) technology, i.e. alteration in equipment and/or automation; and 3) people, i.e. selection, hiring, training, relationships, and attitudes. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. Change management has been defined as ‘the process of continually renewing an organizations direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran and Brightman, 2001, pg. 111). According to Burnes (2004) change is an ever-present feature of organizational life, both at an operational and strategic level. Therefore, there should be no doubt regarding the importance to any organisation of its ability to identify where it needs to be in the future, and how to manage the changes required getting there. Consequently, organisational change cann ot be separated from organisational strategy, or vice versa (Burnes, 2004; Rieley and Clarkson, 2001). Due to the importance of organisational change, its management is becoming a highly required managerial skill (Senior, 2002). 3. Change Management Process Organisational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. According to Nickols, (2004), change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down process, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realised, and the outcome. In the process of bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can cope with the change, and also how management can assist them through the transition. In this context, effective change management should be able to help individuals evolve from negative feelings such as fear and anxiety towards positive feelings about the changes be ing made. Effective change management deals with diagnosing problems and determining an alternative that involves changing the organisational structure or processes. It also identifies and deals with the individual responses to change that can hinder the success of the project. To understand change management better, we need to understand the various models and strategies that managers may follow. Some of the models include the Leadership model, Improvisational Model, Theory E versus Theory O, and the ADKAR model (Please Refer Appendix A1) 4. Harley Davidson Transformation Process The Harley Davidson transformation began with a company that was suffering. In the 10 years to 1983, Harleys market share of the 850 CC plus motorcycle category had dropped from 80% to 23%. The company was hemorrhaging cash and profits. Staffs were demoralised. The culture and environment was toxic. According to Jenkinson Sain, (2009), the Transformation process of the Harley Davidson was divided into two phases: First Phase: The first phase of the transformation involved rationalisation and tough command and control management. This was First phase of change management process. It was not enough however to create success for this positivity and commitment of Harley Davidson. For this reason Harley Davidson decided to go second phase of the change process (Jenkinson Sain, 2009). Second Phase: The second phase of the management was core-integrated marketing of Harley Davidson. Harley Davidson had to move out of financial regulation and power governance into shared marketing commitment towards vision and value based on a collective appreciation of the Harley identity (Jenkinson Sain, 2009). Harleys problems began it was the company was sub optimized internally, with many hostile management/union relationships, and failed to match the market in customer value. The Japanese did not create the problem: they exposed the problem. Many companies share this problem. They may have succeeded in avoiding the extreme problems that Harley had, often by effective first phase management. The challenge of is to move into second phase. Second phases Integrated Marketing depends first on uniting everyone around a collective vision of value that connects to the identity and purpose of the organisation/brand. This depends on a profound and shared understanding of customers and an organisation that can deliver value seamlessly throughout all customer experiences across the relationship. This also means connecting and matching spiritual with practical qualities: vision, purpose, values with information, processes, and systems (Henshaw Kerr, 2001). 5. Implementation of Transformation process There are a number of factors that affect the strategies used for change management (Please refer Appendix B1), and ultimately whether the change is effective. One set of factors is how resistant people are to change. People may resist change because they are unsure of how it affects them, misunderstand the changes, have a different assessment of the current and future environment, or simply have a low tolerance for change. A second factor is the urgency of the change. How important is it, and how critical it is to the business needs of the organization? This also affects the time frame under which the changes need to be implemented. A third factor is how ready is the organisation for the change? Does it have the skills and knowledge needed to implement the change? Finally, management will have preferred strategies for managing the change. This might be based on research and studies they have made, or from past experiences (Kotter, 1996). If we look at the various models (Please refer Appendix A1) for change, it is apparent that there are certain situations where a particular model will not be as effective. For example, I would not expect the improvisational model to work well in a rigid, autocratic environment. This model would work best in an informal, cooperative environment where the workers are encouraged to take risks and display initiative, and everyone is open to new ideas (Orlikowski and Hofman, 1997). The Theory E and Theory O models represent opposite ends of the spectrum. Theory E is more appropriate when the focus is on the short term, and the goal is to maximize the return on investment. The Theory O is more appropriate when the emphasis is on the long-term survival of the company (Beer and Nohria, 2001). The leadership and ADKAR models are both effective in situations where the change is a programmed change, and management needs to secure the buy-in and support of the employees. Both of these models emp hasize the leadership aspect of change management, and deal with the behavior of individuals in response to change. 6. Transformation Model for Harley Davidson Integrated Marketing amounts to a widening of the responsibility, potential and vision for many marketers and therefore for marketing. Rich Teerlink, CEO of Harley-Davidson, describes a leadership journey by which just such a transformation took place. Under his leadership, Harley-Davidson changed from a somewhat toxic, hierarchical, command and control organisation to something new and nimble that is the present-day foundation for its ongoing success as an Integrated Marketing leader. Initially that change did require command and control to get out of the solvency crisis. However, the sustained success that Harley Davidson has, its came from a different kind of change. Involvement, empowerment and alignment were the secret of success of Harley Davidson. The result is something called the Business Process, an extensive and ongoing programme of Harley Davidson that involved and involves everyone in the Harley Davidson from top to bottom in establishing shared values and vision, shared mission and operating philosophies, and agreed objectives and strategies (Jenkinson Sain, 2009). According to Teerlink (cited in Jenkinson Sain, 2009) and his partner in the process, consultant Lee Ozley, â€Å"Instead of demanding compliance, managers have to earn, and call upon, commitment†. The extensive change process, over several years, that led to this, known as the Joint Vision Process, also led to a radical new organisation. Instead of the conventional hierarchical structure, Harley-Davidson developed what they call a circle organisation of three overlapping elements concerned with creating demand, producing products and providing support. A leadership and strategy council at the centre has members nominated from these circles. Harley-Davidson Circle organisation Jeff Bleustein, former president of parts and accessories, describes the uniqueness of the circle organization, According to Bleustein, there are a lot of companies with self-managing work teams on the factory floor. In fact, thats where a lot of innovation comes in some companies as far away from the executive offices. He took this concept of self-managing groups and made it work at the executive level of Harley Davidson. The solution to Integrated Marketing is not to blindly copy the Harley- Davidson solution. Jeff Bleustein also give some criticism against the integrated marketing approach. He predicted that integrated marketing approach would not work, because Harley Davidson grew organically out of the process. However he has observed some other radical structures both within the marketing department of the large organisation. He was certain that to achieve best practice in Integrated Marketing there is a need for the organisation structure to grow out of and reflect the organis ing idea of value and purpose that animates the brand organisation, rather than be driven by traditional considerations of power and status (Jenkinson Sain, 2009). Ron Hutchinson, currently vice president for parts, accessories and customer service, gives a perspective on this change and its effect that relates to Integrated Marketing. He verified that this was a vision of the way people needed to be engaged in an organization, and developed a structure the Business Process of Harley Davidson that allows for theoretical alignment of an individuals job with the long-term direction of the company. Hutchinson aware of that no other organisation has built a whole process and structure around that. In the final analysis, he would say the customer service department, where a customer spent eight hours a day taking phone calls from unhappy campers, is a true test of whether the Business Process works or not. He was convinced that Harley Davidson wouldnt have the reputation that they have today in the marketplace if they didnt have front-line people excited by charismatic, visionary leadership, who can see exactly how their little piece of the organiza tion fits into the long-term strategy and direction of the company (Teerlink Ozley, 2000). According to Teerlink, to complement the organizational changes, new rewards and incentive systems were introduced. They are changing their pay system to pay for performance. They needed their people to understand empowerment. An employee must make the decision that he or she wants more training no one will tap an employee on the shoulder but once an employee are there, they will help an employee. The executive committee was the first group to go through the [Leadership] institute. They didnt want anyone to get the attitude that the executive committee doesnt have anything to learn (Nolan Kotha, 2007). Line workers were exposed to the interrelation among products, sales, and profitability. Harley Davidson also prepared nontechnical explanations of how cash flows and flexible production affected financial success. Harley made substantial changes in worker job descriptions, responsibilities, and production processes to increase job enrichment and worker empowerment. In 1993 Harley-Davidson acquired a minority interest in the Buell Motorcycle Company, a manufacturer of performance motorcycles. Through this investment Harley hoped to enter select niches within the â€Å"performance† motorcycle market, which several top executives thought would return Harley to its heritage of product innovation and development through lessons from the racetrack (Teerlink Ozley, 2000). 7. Successful Transformation process in Harley Davidson Due to successful transformation process of Harley Davidson (H-D), impressive integrated marketing strategy gave Harley Davidson a brand name that more recognized than any other company. Indeed, the strategy was not to focus on reducing the costs, or on the distribution improvement, but the main element was to create customer value. In other words, H-Ds was to give more credibility, trust, safety, desires, quality of product and service, and thus fidelity to its brand. In order to reach that goal, H-D centralised its marketing on these topics, for example creating a Harley Owners Group who rallies more than 900,000 members worldwide (Harley-Davidson, 2009). The main interest of this group is to ensure members to know each other, and become a second family who share the same interests, wills, and thoughts. This integrated marketing strategy also ensures H-D to maintain a strong relationship with its customers, and thus a strong brand name all over the world. According to customers, th e owners of H-D say that this brand understands customers needs, and also that they are always for their customer if a problem appears. These remarks can be linked with H-Ds values. According to H-D â€Å"Our values are the heart of how we run our business. They guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company.† These values are: Be Fair, Tell the Truth, Keep Your Promises, Respect the Individual, and Encourage Intellectual Curiosity (Harley-Davidson, 2009). This integrated marketing approach can also be linked with the mission statement of H-D: â€Å"We fulfill dreams through the experience of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments (Harley-Davidson, 2009).† In order to be successful, organizations must determine clear financial and strategic objectives (Hitt et.al, 2005). Harley Davidson gained a greater market share, achieved higher product quality than rivals, maintained a stronger reputation and a better branding strategy than its competitors, increased levels of customer satisfaction and finally attained stronger customer loyalty due to successful transformation process. In the 60s and 70s Harleys strategic intent was based on â€Å"going shoulder-to-shoulder against the predominantly Japanese companies† (Harley-Davidson, 2009). Harley could not compete on the price level, and the Japanese products were of superior quality, Harley decided to compete in other areas. Their new strategy was to connect with people on an emotional level. They are not selling a product but a way of life, a way of thinking. Due to successful transformation process of Harley Davidson changed its strategy from selling products to selling community (Teerlink Ozley, 2000). And the fact that H-D has developed a Brand stretching strategy, which was an element of Harleys success in developing relationships with customers. Indeed, owners can buy other Harleys products than bikes; it means that they can be more than a biker, they can join Harleys group buying leather accessories or clothes, and even cosmetics. 8. Competitor Analysis/Strategic Issues There are four strategic issues that H-D has to face with. The most important is the European market where H-D has to increase its sales, then, linked with the first issue, there is a fierce competition with the Japanese firms such as Honda and Yamaha. The other issues are the womens market and the accessories, which are in decline. Harley-Davidson is not very famous in Europe where Harleys market share of 650 cc plus motorcycle is less than 7% (6.6%), while in North America Harley-Davidson has a huge market share (46.4%), 21.3% for the Asian market. The main industry competitors are Honda, Suzuki, Yamaha, Kawasaki and BMW. Harley-Davidson is the market leader in the U.S. market with 46.4% market share (Teerlink Ozley, 2000). Their domestic position is quite secure however the rival companies are all aiming to increase their impact on the North American market. Rival manufacturers such as Kawasaki or BMW have all made a serious attempt to establish them at the heart of Harleys market. The Japanese bikes were often considered to be ‘sissy cycles by Harley lovers (Mitchell, 2001). This image is slowly changing and the Japanese companies are trying to ‘out Harley the Harley models. Yamaha motor USA is starting to improve its position in its various markets. The U.S. sales have increased for 47% since 1998. Harley Davidson had a tough time in creating an image for themselves particularly in the cruiser markets. Harley continues to dominate the U.S market and is also the leader in the Asian/Pacific markets with 21.3% market share (Henshaw Kerr, 2001). Yamaha is also trying to outperform Harley and is improving its mass customization skills. The Yamaha website offers a section that allows customers to design their own bike and choose the look and functionality they desire. The interface ensures customers to choose from 75 Yamaha accessory items and makes it easy for the customer to purchase the bike online. The Yamaha V Max model, the Drag Star, and the Road Star models attract customers with their slick design and technological tweaks (Yamaha, 2009). The Yamaha sports models are also very successful and the company is still maintaining a strong position in world markets. European rivals are also trying to make an impact on this lucrative market. Italys Moto Guzzi recently introduced the V11 EV custom cruiser. BMW introduced 3 models of its R1200C cruiser and thanks to clever advertising is beginning to improve its position in the U.S. and Asian markets (BMW Annual report, 2004). 9. Harley Davidsons Strategic Implementation While Harley was booming in U.S market during the late 1950s, then the market attracted Japanese motorcycles manufacturers, beginning with Honda. Other Japanese firms, Suzuki, Yamaha and Kawasaki also followed Honda. Behind Honda, Suzuki was the main competitor for Harley Davidson and while Suzuki marketed smaller, quieter and more fuel-efficient motorcycles that required little or no maintenance and were easier to handle compare to Harleys bikes. In order to get sustainable competitive advantages, Harley Davidson implemented different types of strategies that helped them become one of the most dominant motorcycle producers in the world as well as differentiate them from their one of the most powerful competitor Suzuki. As stated earlier, strategic issues that H-D has faced is increased segmentation in the motorcycle industry causing them to shift focuses in their strategy. With the purchase of Buell Motorcycle Co. they have been successfully able to increase their market segmentation by offering high quality bikes at competitive price. This allowed H-D to have the opportunity to move from a differentiation strategy to a cost/differentiation strategy (Henshaw Kerr, 2001). Harley Davidsons use of the Cost/Differentiation as a Business Level Strategy has proven highly successful since they have been in business. They have always tried to differentiate themselves from everyone else in the motorcycle industry, by producing a brand image that many competitors have failed to recreate. Harley Davidson has two different companies built into one. The first of the two companies produces motorcycles at competitive prices against their competitors. Harley Davidson demands high standards of quality and efficiency and demand lower costs, which will add to a higher quality less expensive motorcycle. Harley Davidson has done extensive research to find out information about their average customer. Harley Davidson concluded that the average motorcycle consumer is a married, college educated, 38 year-old male earning $44,250 a year and his average income is increasing. Research also shows that females represent 10% of the new purchasers (Henshaw Kerr, 2001). The second company that Harley Davidson implemented is the Costume Vehicle Operations or CVO. This company specializes and customizes the motorcycles to suit the individual owner. Harley Davidson also offers genuine parts and accessories so Harley owners can customize their own motorcycles. The CVO tries to use the differentiation strategy to beat out its competitors. The customisation of a motorcycle can prove to be very expensive and time consuming, but Harley Davidson knows that what good is a bike if you cannot show people who you really are. The customers are willing to wait an average of 1 year after placing their order to receive their customized motorcycle. Every other motorcycle manufacturer is trying to imitate Harley and their products. Harley has the top of the industry manufacturing process with large state of the art factories, and distribution, with many small and personalized, to market dealers, who sell their products (Harley-Davidson, 2009) Harley Davidsons Corporate Level Strategy tends to favour the Related Diversification Strategy. Their two primary businesses are related to each other in some manner or another. The two divisions, CVO and the Competitive Price Division, are related by using the same suppliers. Although the two divisions serve two totally different responsibilities to the consumers, they are truly related in their strengths to differentiate themselves from all the other competition. Harley Davidson does not do much promotion at the corporate level. Primarily, the local dealers do their promotion (Mitchell, 2001). Harley Davidson Motor Co. of Wauwatosa, Wisconsin has become known for translating process innovation into business revival. A significant contributor to this growth is a new-product cost management strategy, based on design for manufacturability. The company recognized that while 70% of their product cost was determined at the design function, the cost strategy went far beyond the function of product development. Their strategy was two fold, with the first linking cost management to corporate objectives, and the second validates and measures progress towards cost targets. Cross-functional integration was paramount in implementing this strategy. Cost analysts work with development team members, while design engineers worked closely with manufacturing personnel to understand cost constraints in conjunction with an understanding of how things would be made. This strategy has helped Harley-Davidson capture nearly 50% of the U.S. market for motorcycles, while achieving double-digit reven ue growth (Teerlink Ozley, 2000). 10. Recommendations As a manager author will identify the key areas of further strategic implementation by which Harley Davidson will get sustainable competitive advantage in their industry. Author identifies that Harley Davidson still not using the EPR system. Harley Davidson can use the ERP system to enhance the integrated marketing approach. Usually ERP systems will have many components including hardware and software, in order to achieve integration, most ERP systems use a unified database to store data for various functions found throughout the organisation. The term ERP originally referred to how a large organization planned to use organizational wide resources. In the past, ERP systems were used in larger more industrial types of companies. However, the use of ERP has changed and is extremely comprehensive, today the term can refer to any type of company, no matter what industry it falls in. In fact, ERP systems are used in almost any type of organization large or small. In order for a software system to be considered ERP, it must provide an organization with functionality for two or more systems. While some ERP packages exist that only cover two functions for an organization Payroll Accounting, most ERP systems cover several functions. Todays ERP systems can cover a wide range of functions and integrate them into one unified database. For instance, functions such as human resources, supply chain management, customer relations management, financials, manufacturing functions and warehouse management functions were all once stand alone software applications, usually housed with their own database and network, today, they can all fit under one umbrella the ERP system (Tech-faq, 2009). In retrospect, author would have recommended that Harley do a few things differently. First, they could have researched the literature on what types of problems mechanistic manufacturing organizations face when they try to implement an ERP system in a highly inflexible environment. There was enough research and case analysis available to do this. While they were clearly aware of potential change resistance and the need to get all stakeholders involved, the amount of time their search and selection process required was ridiculous in todays business environment. Author speculate that the sheer demand and high prices of their product allowed them to wallow in their inefficiencies a few more years before they had to bite the bullet (Hirschboeck et.al, 2004). Second, obtaining the advice of experienced software and supply chain consultants earlier in the process probably could have saved some time and created a defined focus. Often, managers use the discipline and recommendations of consultants to reinforce the need for organizational change. With the purchasing process out of control, they could have brought in some purchasing expertise to clean up some of the mess before selecting a software system to help organize the process. According to the website, only 10% of the Harleys customers are females. But female bikers are more and more interested by bikes (www.moto-station.com). Yamaha and Kawasaki are trying to take advantage of this growing interest of female bikers and many of their ads feature women on motorcycles. Harley Davidson can take this new opportunity to get sustainable competitive advantage in their industry. Another key issue for the future is the problem of the accessories. Indeed, those products such as perfumes or cosmetics are decreasing a lot. So, Harley-Davidson should take a decision about this unsuccessful strategy of brand stretching. But, this strategy has a lot of success regards to the leatherwear and fashion area. Harley-Davidson should continue to improve this brand stretching and not leave the market of cosmetics and perfumes. Harley was successful in transforming its scattered purchasing functions into a supplier relationship management program. The supplier portal now serves 300 of its 695 suppliers. In 2004, the company was extending portal access to its accessories and merchandise suppliers. This year, Harley will have about 300 IT employees (Hirschboeck et.al, 2004). The department should manage by experienced leaders who specializing in a particular area of expertise supporting a key company function. Record earnings for the first quarter of 2004 were gained from a 13% increase in sales, the largest in its history ((Nolan Kotha, 2007)). Analysts are crediting its profit growth and margin control to improvement in its supply chain efficiencies. Harley holds a 46% market share in heavyweight motorcycles in the US. The company sponsors a club for its customers, known as the Harley Owners Group (HOG) that allows the company to do direct market research and solicit ideas for product development and testing from 600,000 members. In 2002, the company produced 28 models

Gmat Statement of Purpose

STATEMENT OF PURPOSE Finance, as a field, had always fascinated me right from my undergraduate college days. I believe my penchant for this field stems from the fact that Finance runs in my family. My grandfather was an accountant, my mother is a postgraduate in economics and my father has a keen interest in keeping up-to-date with the markets. During my days at Engineering College I used to help my father to manage his portfolio of equities and other financial instruments. This was the time I learnt the first lesson of finance from my father i. e. risks and returns are proportionate.In 2001 the Indian stock market crashed. But fortunately, my father had a well-diversified portfolio because of which our returns were protected from the downside risk. This was when I learnt the second principle of finance from my father i. e. diversification reduces risk. While I understood these two principles intuitively, it produced in me a strong urge to learn and understand the complex theory behi nd the working of Finance. This, I believe, was a turning point in my career. I made up my mind to pursue a career in Finance and hence decided to do a Masters program in Commerce.Good academic performance in my school and college, active participation in academic as well as extra curricular activities have helped to develop strong quantitative and analytical abilities and good leadership and communication skills. These have prepared me to handle complex problems and have given me the confidence to pursue graduate studies. To achieve my career goals, I need to learn about current developments and techniques in finance, financial markets and financial applications and acquire hands-on experience of financial analysis.A Master's Degree will provide me with theoretical understanding, an in depth idea of practical approaches in aiding managerial decision-making and research skills to enable me to develop an expertise in the core areas of financial strategies and global corporate financi al operations. In India with the onset of liberalization since 1991 and deregulation of the interest rates, the Indian corporations and financial institutions are exposed to various kinds of risks. The Government and the Reserve Bank of India have initiated appropriate reforms to develop derivatives markets and financial markets on the whole.This has suddenly increased the demand for professionals who can not only understand but also develop new financial instruments to evaluate and hedge the risk. I believe that in order to use financial engineering pro-actively and dynamically for optimum hedging, a finance professional should be well versed with the mathematics that underlies the financial theory. In the future I see myself, as a Finance professional, designing structured financial products by incorporating cutting edge methodologies and sophisticated tools in order to cater to the above mentioned requirements.To achieve this I would like to gain exposure to the latest practices adopted in the field of Finance and Risk Management. To this end I would want to work with a leading investment bank or in the treasury of a commercial bank, which would enable me to help corporations manage their risks. I believe that my educational background has instilled in me the qualities required to meet the rigor of this demanding profession. Graduation in Engineering (Computer Science) has provided a strong foundation in Mathematics and Computer Programming.Mathematics was one subject in which I had always excelled right from my school days. During the course of my Engineering education I took up a project with WIPRO Technologies. This project, which I was offered, required extensive use of C programming language. This project, for the first time gave me a real world experience of programming. This association helped a lot in consolidating my programming skills, especially in C-language. Thus, it inculcated in me problem solving and analytical abilities.I strongly feel that the MCom program specializing in Finance at The Universityis a highly structured program because it provides the right balance between theory and practice. I bring along a strong grasp of fundamentals in Engineering and Mathematics, a penchant for teamwork and leadership and a zest for challenges. I would like to take with me in addition to the knowledge of the latest theory and practices in the field of Engineering, a network of strong and lasting relationships with my teachers and fellow-students. I hope my background and qualifications are found suitable for admission to the MCom program at The University.

Leonardo da Vinci’s †The Last Supper Essay

The Last Supper is a unique painting. One of the reasons it is so different is that the canvas it is painted on is much wider than it is tall. By looking at the painting you can see that da Vinci is painting a gathering of people with the one in the middle of the table receiving most of the attention. The painting is most likely done on a canvas with simple oil paints. One feature a viewer might notice is Leonardo’s use of rectangles. Whether this is intentional or serves any purpose is unclear, but other than the humans in the scene everything is a rectangular shape. The work is organized with all of the focus of the viewer falling on the meal, or even more specifically on the man in the middle. da Vinci draws us to this man because he has placed three windows as a source of light in the background. The windows are directly behind him, drawing our attention to the contrast between the two. The viewer may also notice that all of the characters around the focal point lean slightly in one direction or another, while the character we are intended to focus on remains erect. The artist is conveying the message that something has shocked the men around this, one. One can assume that it may be surprising news or something to that extent. However, since this is a well-known painting there are not many that don’t know what it is actually about. The painting of â€Å"The Last Supper† is Leonardo da Vinci’s portrayal of Jesus’ last meal with his disciples. That night Jesus would tell the disciples that later one of them would betray him. Jesus’ honesty and forwardness shocked the disciples, and in turn they all began to question themselves. In da Vinci’s masterpiece one can see that perhaps Jesus has just delivered this message and that the disciples are taken aback by his accusation. In my opinion this painting lives up to its hype. The artistry is pure genius. Leonardo da Vinci makes the viewer see exactly what he wants them to see. The focus is all on Jesus, but if you take the time to look at each disciple you can almost feel what they are feeling. The crowd at the table appears much like a lunchroom rumor fluttering about a high school  cafeteria. The way Jesus lays his hands on the table is symbolic. His palms turned upwards toward the heavens with his arms fully extended, yet dropped heavily onto the table. Jesus is offering himself up, da Vinci captures the moment perfectly.

Types of Suture Essay Example

Types of Suture Essay Example Types of Suture Essay Types of Suture Essay Types of Sutures 1) Surgical Sutures 2) Suture Types 1. Absorbable Sutures * Polyglycolic Acid Sutures * Polyglactin 910 Sutures * Catgut Sutures * Poliglecaprone Sutures * Polydioxanone Sutures 2. Non-absorbable Sutures * Polypropylene Sutures * Polyamide / Nylon Sutures * Polyester Sutures * Silk Sutures * Polyvinylidene fluoride / PVDF Sutures * Stainless Steel Sutures Absorbable and non absorbable sutures Sutures can be divided into two types – those which are absorbable and will break down harmlessly in the body over time without intervention, and those which are non-absorbable and must be manually removed if they are not left indefinitely. The type of suture used varies on the operation, with the major criteria being the demands of the location and environment and depends on the discretion and professional experience of the Surgeons. * Sutures to be placed internally would require re-opening if they were to be removed. Sutures which lie on the exterior of the body can be removed within minutes, and without re-opening the wound. As a result, absorbable sutures are often used internally; non-absorbable externally. * Sutures to be placed in a stressful environment, for example the heart (constant pressure and movement) or the bladder (adverse chemical presence) may require specialized or stronger materials to perform their role; usually such sutures are either specially treated, or made of special materials, and are often non-absorbable to reduce the risk of degradation. Absorbable sutures include :- Polyglycolic Acid sutures, Polyglactin 910 , Catgut, Poliglecaprone 25 and Polydioxanone sutures. Non-Absorbable sutures include :- Polypropylene utures, Nylon (poylamide), Polyester, PVDF, silk and stainless steel sutures. Monofilament and Multifilament Sutures Sutures can also be divided into two types on the basis of material structure i. e. monofilament sutures and multifilament or braided sutures. Braided sutures provide better knot security whereas monofilament sutures provide better passage through tissues. In general, Monofilament sutures elicit lower tissue reaction compared to braided sutures. Monofilament sutures include :- Polypropylene sutures, Catgut, Nylon, PVDF, Stainless steel, Poliglecaprone and Polydioxanone sutures. Multifilament or braided sutures include :- PGA sutures, Polyglactin 910, silk and polyester sutures. Synthetic and Natural Sutures Surgical sutures can also be divided into two types on the basis of raw material origin i. e. natural and synthetic sutures. Natural sutures include silk and catgut sutures whereas all other sutures are synthetic in nature. Suture Techniques Running, or Continuous Stitch| The Running stitch is made with one continuous length of suture material. Used to close tissue layers which require close approximation, such as the peritoneum. May also be used in skin or blood vessels. The advantages of the running stitch are speed of execution, and accommodation of edema during the wound healing process. However, there is a greater potential for malapproximation of wound edges than with the interrupted stitch. | | Interrupted Stitch| Each stitch is tied separately. May be used in skin or underlying tissue layers. More exact approximation of wound edges can be achieved with this technique than with the running stitch. | | Mattress Suture| A double stitch that is made parallel (horizontal mattress) or perpendicular (vertical mattress) to the wound edge. Chief advantage of this technique is strength of closure; each stitch penetrates each side of the wound twice, and is inserted deep into the tissue. | | Purse String| A continuous stitch paralleling the edges of a circular wound. The wound edges are inverted when tied. Commonly used to close circular wounds, such as a hernia or an appendiceal stump. | | Smead-Jones/Far-and-Near| A double loop technique alternating near and far stitches. Commonly used for approximating fascial edges. | | Continuous Locking, or Blanket Stitch| A self-locking running stitch used primarily for approximating skin edges. |

Buddhist Ethics Essays - Reincarnation, Gautama Buddha, Buddhism

Buddhist Ethics Essays - Reincarnation, Gautama Buddha, Buddhism Buddhist Ethics Buddhism is one of the major religions of the world and has been for almost 2,500 years, although it does not always appear to be a typical religion. It differs from other religions in that Buddhism is not based on the belief in a divine power, such as Christianity or Islam. Buddhism is more a way of life and a learning process than a set of divine commands. This essay will define, describe, and analyze the ethics of the Buddhist religion. It will present the reader with the basic principles and truths of Buddhism. It will begin with information on the origin of Buddhism and some details on the life of its founder, Siddhartha Gautama, the Buddha. Also it will explain the beliefs and moral behaviors of Buddhists. Siddhartha Gautama, later known in his life as the Buddha, meaning the Enlightened or Awakened One, was born around 563 B.C.E. He was born and raised in what is now known as Nepal, near the Himalayan Mountains. He belonged to Sakya tribe and his father ruled a small kingdom. He married his cousin, Yasodhara at nineteen, and she later gave birth to a son whom they called Rahula. Being raised in the palace, Prince Siddhartha was sheltered from the cruelty of the outside world. His father made sure that Siddhartha would grow up without ever seeing or experiencing suffering. When Siddhartha Gautama finally was exposed to the world outside the palace in his twenties, he saw for the first time the poverty, sickness, and misery that others had to face, which he had been shielded from him for so long. After seeing these sights he could not go back to his happy existence behind the palace while so many others suffered. Prince Siddhartha left his home and family and became a wandering beggar in search of answers (Mitchell 5). One night he sat down beneath a tree and decided not to move until he knew the answers to life. It was there that he became enlightened when he realized that life's suffering is caused by one's attempt to hold on to things that are impermanent. He saw that nothing is constant and the only way to relieve the suffering from loss is to eliminate one's desires. At the core of Buddhism lies its four noble truths: life is suffering; desire causes suffering; ending desire ends suffering; following the Noble Eightfold Path ends desire. The Noble Eightfold Path is as follows: Right Belief, Right Aspiration, Right Speech, Right Conduct, Right Means of Livelihood, Right Endeavor, Right Mindfulness, and Right Meditation (Mitchell 41). According to the Buddha, life is suffering because one becomes attached to things that are impermanent. To be happy one needs to accept the fact that everything changes and that change cannot be stopped. Attachments originate from the fiction of a stable, permanent, and real self (Mitchell 126). The idea that there is no separate, individual self is called anatman. Samsara, the cycle of birth, death, and rebirth, is another major feature of Buddhism. Until a person wakes up and sees the world as it truly is they will be forced to be reborn again and again until they become enlightened. When one becomes enlightened they no longer see the people and things in the world as separate. What appears as the multiplicity or the manyness of things and people is an illusion (Mitchell 41). The ultimate goal is for one to realize the truth and free them self from the wheel of Samsara and reach Nirvana, or Bliss. Since there is no individual self, everyone one is interconnected. Nothing stands alone; nothing is or can be separate from anything else (Mitchell 419). This brings up a very important feature of Buddhist ethics, the law of karma. Karma is the belief that whatever one does to others will come back to them. This is why Buddhists live peaceful live styles and do not harm other living beings. Since no one is separate and all people are interrelated, it is important for one to love others as one loves them self. But the Buddha did not mean, love, as most people think of it in a romantic context. Here [the] Buddha meant no

Abraham Lincoln, Slavery and the Civil War Essay - 1

Abraham Lincoln, Slavery and the Civil War - Essay Example During the war in November 1863, President Lincoln gave the famous Gettysburg Address speech at the dedication of the Soldiers' National Cemetery in Gettysburg, Pennsylvania. The main point in his speech was about segregation of the blacks â€Å"our country was founded on freedom and equality† (Johnson 144). By the time the war came to an end, both African Americans and the white Americans had participated to save the union and stop slavery, and both losing a great number in the war. However, there has been a question of whether there was a connection between the recruitment of African Americans to fight in the Union Army and the overall message of Lincoln’s Gettysburg address or whether the two developments were completely separate. When the war began in 1861, black units were not used in combat as extensively as they might have been due to prejudice against them. There was fear that the blacks were not as competent enough as the white soldiers and their first recruitment came in 1862 (James 118). It was found necessary to have the blacks also join the war due to the declining number of white volunteers, and the increasingly pressing personnel needs of the Union Army which pushed the Government to reconsider the ban. The African American soldiers were referred to as the United States colored troops. Concerns over the response of white soldiers and officers, as well as the effectiveness of a colored fighting force were raised (James165). Another major fear of recruiting the Blacks in the army was the fear of response of the Border States Border States withdrawing membership from the states, â€Å"The Lincoln administration wrestled with the idea of authorizing the recruitment of black troops† (Johnson 120) . Since the government had called out people to volunteer in the army, they were afraid that should the blacks be introduced in to the army, the officers who had volunteered would withdraw and this would be a setback in the war. Even after recruitment of the blacks to the army in 1863, they were discriminated against with lower payments as compared to their counterparts. Lincoln’s speech at Gettysburg rose the declaration of Independence, mentioned its principles of liberty and equality, and he talked of "a new birth of freedom" for the country (Johnson 46). In his brief address, he went ahead to reshape the aims of the war for the American people transforming it from a war for Union to that for freedom. Having advocated for freedom from slavery, winning the war meant an end to the vice thereby freedom. It is important to note that the black troops faced greater peril than white troops when captured by the Confederate Army. In 1863 the Confederate Congress threatened to punis h severely officers of black troops and to enslave black soldiers. As a result, President Lincoln issued General Order 233, threatening retaliation on Confederate prisoners of war (POWs) for any mistreatment of black troops. The South feared Lincoln’s reign which also contributed to the war when he took power. With these facts put down, we can conclude that Lincoln had sincerely advocated for equality. According to the revised official data by James, â€Å"African American soldiers comprised 10% of the entire Union Army (James 42). Of the approximately 180,000 United States Colored troops, and over 36,000 died, or 20.5% (James 32). In other words, the mortality rate amongst the United States Colored Troops in the Civil War was thirty-five percent greater than that among other troops† (James 72). These figures support Lincolns administration against