Contemporary Brand Management Report for EasyJet

Contemporary Brand Management Report for EasyJet Background Overall, the travel market has performed well since 2001, with revenue growth accelerating from 3% in 2002 to 11% in 2004, with total sales for that year being estimated at US$ 549.4 billion. However, some sectors performed better than others, and the share of air transport fell gradually between 1999 and 2003, partly as a result of falling fares due to industry liberalisation and the growth of low-cost airlines. However, sales rose strongly in 2004 as the travel industry recovered and economic conditions were stronger. Indeed, over the period from 1999 to 2004, online sales grew by a spectacular 403%, to reach US$85.2 billion, and the online share of total travel retail sales increased from just 4% in 1999 to almost 16% in 2004. Air transport is by far the largest transportation sector in terms of overall sales, due to its high prices and convenience, with a value share of 58% in 2004. (Global Market Information Database, 2005). As of 2004, no-frills airlines were continuing to expand, although there were signs of a shake-out in the industry as several smaller businesses went bankrupt in 2004, and intense competition has also brought some major US carriers to the brink of bankruptcy. In 2004, Air France Group became the leading airline in the world in terms of value market share, after the merger of Air France with Dutch national carrier KLM. The combined airline now operates a fleet of 550 aircraft, serving 189 destinations in 84 countries, through more than 1,800 flights per day. Air France Group had an estimated market share of 6% in 2004, overtaking the previous market leader, Japan Airlines Co Ltd (JAL), and is thus one of the strongest brands in the market, due to its new European identity, and high level of coverage. (Global Market Information Database, 2005). JAL Group itself was also the result of a merger in 2002 between Japan Airlines and Japan Air System, and its share fell in 2004 to 5%, due to the group’s poor financial performance in that year. Although domestic routes were reported to have performed well in 2004, the slump in the international segment gave rise to a  ¥72.1 billion (US$687 million) operating loss, due to the adverse effects of very low travel confidence in Japan, which prevailed in the first half of fiscal 2004. Nevertheless, JAL continued to increase its leading share in the domestic Japanese market to 43%, well ahead of the number two company, All Nippon Airways, with 34%, due to its strong connections with its country of origin. (Global Market Information Database, 2005). The largest US carrier, AMR, was virtually on a par with JAL in both 2003 and 2004 in terms of value market share, and also saw its share fall slightly, to 5% in 2004. The American airlines all suffered from the events of 11 September 2001 and from the economic downturn, and have continued to perform badly. UAL Corp saw its global share fall from almost 6% in 2001 to just over 4% in 2004, while the share of Delta Airlines fell to 4% over the same period. United Air Lines was the most severely hit of the â€Å"big three† US airlines after 11 September 2001, and was forced to file for Chapter 11 bankruptcy at the end of 2002. However, after undergoing a drastic restructuring programme, the airline had received the necessary financing to emerge from bankruptcy by the end of 2003. All the US airlines are currently experiencing brand identity crises, as the US continues to associate air travel with the spread of international terrorism. The European airlines British Airways (BA) and Deutsche Lufthansa have also experienced mixed fortunes. While the share of BA fell steadily over the review period, to 4% in 2004, that of Lufthansa rose, placing it almost equal with BA, and Lufthansa recorded increased sales and achieved profits in the first quarter of 2004, compared to a loss in the same period of the previous year. (Global Market Information Database, 2005)Both these firms are struggling to compete with the strongly growing no frills airlines, potentially indicating that the national brand reinforcement is no longer enough to build a strong brand in the airline industry, and that something more is needed. Brand Essence Govers and Schoormans (2005) provide one of the best pieces on the concept of brand management, claiming that, beyond their functional utility and purpose, products and series have a symbolic meaning, and parts of this symbolic meaning are accounted for by concepts like brand personality and product-user image, which describe the symbolic meaning associated with the brand or product class. Plummer (1984) also focused strongly on the personality of brands, claiming that there are, in reality, two different faces of brand personality, and it is necessary to understand both faces in order to better grasp the totality and power of this useful strategic concept. A brand presents itself to the world in many ways, through the product itself, through its packaging, its name and where it is sold. A brand sold in a supermarket or via the internet, is attempting to communicate something, but the world, on the other hand, interprets the brand through many different filters; through experience, t hrough perceptions, misconceptions, the value systems of the individuals out there in the world, and, of course, all the noise in the system. The two faces of brand personality therefore are input, that is, what advertisers want consumers to think and feel, and out-take, what consumers actually do think and feel, and these two perspectives on brand personality can be expressed in two forms. The first can be seen as the brand personality statement; and the other as the brand personality profiles, which are consumer perceptions of the brand. (de Chernatony and McDonald, 2003) In terms of a brand personality for an airline, this can be vitally important, as few markets are as brutally competitive as the airline market. However, just because the competition is tough, thats no reason to be tough on customers, like many airlines do, as they are convinced that travellers care mainly about price. As a result, many airlines most notably the major U.S. carriers and budget airlines seem to have made cutting costs the top priority at the expense of their service quality, and have built brand personalities around looking to pinch every penny. However, Prokesch, S. E. (1995) claims that it doesnt have to be that way, even in a cutthroat, mass-market business such as air travel. He argues that there are plenty of people who will pay a premium for good service, even among those who travel economy, and points at British Airways’ profits as a key indicator because, while the world airline industry has racked up billions of dollars in losses in the last five years, British Airways has remained solidly profitable on the back of outstanding customer service. EasyJet has taken this lesson to heart, recruiting senior marketers in each of its major European markets in 2004, in order to coincide with its major full-scale brand relaunch that year. The airline, whose previous marketing communications were accused by some of lacking the lustre of its early years, hired dedicated country managers for the UK, France, Germany, Spain and the rest of Europe, who were responsible for putting in place tailored strategies that relate to their markets perceptions of easyJet. (Rogers, Oct 2004) As a result, the airline managed to develop a fresh corporate identity and brand personality, along with its first sonic logo. It also relaunched its website, substantially increased its European advertising budget to back its first UK TV campaign, and changed typography, by removing the .com from most marketing communication and the cartoon style plane from its ads. The 11m euro ( £7.6m) campaign, which ran across Europe, featured the strapline Come on, lets fl y, and was created by Sledge, easyJets first UK ad agency, with media through OMD. This campaign was driven by the belief that although the â€Å"original marketing created lots of noise† it failed to â€Å"define the airlines distinctive attributes.† (Rogers, Oct 2004) As a result, the new campaign was aimed at creating more emotion around the brand, meaning that, although easyJet remained price-driven, it also focused on the all important customer service. This re launch appears to have pushed easyJet away from its previous position, near the foot of the airline industry brand pyramid. Previously viewed as a last resort for travellers who cared only for costs, with no thought to service or comfort, the company performed well, despite previously being one of the UKs most hated brands. However, with fuel prices rising, and cost cutting initiatives only being able to produce a certain amount of return, the firm has repositioned and re branded itself in order to move of the foot of the brand pyramid, leaving this space to Ryanair, and similar budget carriers, and moved itself into the middle market, with the likes of BMI. Although the carrier is still perceived as a long way below BA and the other premium service carriers, its brand re launch has now enabled it to move into the top five in the list of the UK’s preferred airline brands (Curtis, 2004) Positioning Most people have an opinion about easyJet, which is one of its core strengths, built on the back of the budget airline’s initial positioning as a liberator, enabling people to travel more frequently around Europe, with prices more akin to domestic train travel than the traditionally high prices charged by European flag carriers. Also, under the guidance of Stelios Haji-Ioannou it developed as one of the UKs most distinctive brands, with a trademark anti-establishment attitude. However, the sector has seen growing competition from domestic entrants such as Thomsonfly and Continental start-ups such as Wizz, from Eastern Europe, with higher fuel prices are also hitting profits. As a result, in positioning terms, some feel easyJet has been squeezed between airlines such as British Airways and the ultra low-cost Ryanair. (Rogers, Jul 2004) It is as a result of this that EasyJet hired Sledge as its first ad agency to develop the Lets fly positioning, and has recently launched a mult imillion-pound drive aimed at business travellers. (Marketing (UK), 2005) The airline had previously focused its positioning and marketing efforts on holidaymakers, but is now looking to increase its share of the business market, with print, poster and radio advertisements carrying the strapline ‘Youre a business. You work it out.’ (Marketing (UK), 2005). In contrast, it is a different story for one of easyJet’s key competitors: British Airways, for whom it would appear that, no matter how badly the firm performs, the UK public will always remain loyal. BA has a clear lead as Britains favourite airline, and is seventh place in the overall best-loved brands table; however this doesn’t tally with the reality of its declining fortunes, mainly at the hands of the budget airlines, which, with easyJet’s recent rise excluded, fail to make it into the top five airlines. This can be seen as a testament to easyJet’s strength, and successful positioning switch, that it has managed to make it into such list, especially when you compare the years of heritage and investment behind the BA brand, with the new re launch of easyJet. Comparing the easyJet brand, and relative success, to that of Ryanair, anlysts have claimed that: â€Å"both easyJet and Ryanair spotted a gap in the market, but there is a difference between a good-value proposition and being cheap. (Curtis, 2004), and this has been cited as the reason Ryanair failed to make the top five.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Celebrity endorsement The use of celebrities as part of marketing communications strategy is a fairly common practice for major firms in supporting corporate or brand imagery. Firms invest significant monies in juxtaposing brands and organisations with endorser qualities such as attractiveness, likeability, and trustworthiness. They trust that these qualities operate in a transferable way, and, will generate desirable campaign outcomes. But, at times, celebrity qualities may be inappropriate, irrelevant, and undesirable. Several studies have examined consumers response to celebrity endorsements in advertising. Findings show that celebrities make advertisements believable (Kamins et al. 1989) and enhance message recall (Friedman and Friedman 1979). Furthermore, celebrities aid in the recognition of brand names (Petty, Cacioppo, and Schumann 1983), create a positive attitude towards the brand (Kamins et al. 1989), and create a distinct personality for the endorsed brand (McCracken 1989). Ultimately, celebri ty endorsements are believed to generate a greater likelihood of customers choosing the endorsed brand (Heath, McCarthy, and Mothersbaugh 1994) Thus, the use of celebrity endorsements is an advertising strategy that should enhance the marginal value of advertisement expenditures and create brand equity by means of the secondary association of a celebrity with a brand (Keller 1993). However, celebrity endorsements are expensive for the firm, and depending on the status of the celebrity, remuneration could run into millions for several years. A contract may also include a profit sharing plan, with firms often building special and costly advertising campaigns around celebrities. For example, Coca Cola Co. reportedly spent $25 million in an advertising campaign with Bill Cosby as its spokesperson for Coke (Advertising Age 1986), and IBM spent $40 million in an advertising campaign involving MASH actors (Reuters 1987). Overall, the use of celebrities as spokespersons in advertisements constitutes a significant investment in intangible assets by the sponsoring firm, an investment that management hopes to offset with greater future sales revenues and profits. A possible choice of celebrity to endorse easyJet would be Michael Moore, the American author and film maker, renowned for his antiestablishment attitude. Although the signing of Moore would undoubtedly be controversial, and possibly difficult to achieve, easyJet’s image has been founded on being controversial and willing to offend people, especially those in positions of authority, in the pursuit of its ultimate goals, and thus Moore’s backing would help support these ideals, and ensure that they remained at the forefront of easyJet’s branding. However, Moore’s anti-Bush and anti-America rhetoric has often caused him to be at odds with a large portion of the population of the United States, and although easyJet doesn’t operate in the US, this is something to consider, as the firm may wish to expand to the US in the future, and may also have a large number of potential passengers amongst Americans living in Europe. Special Interest: Online Presence EasyJet is often cited as the firm which pioneered many of the innovations that shaped the market for low-cost air travel, and information technology and an online presence has been at the heart of those developments. For example, EasyJet was the first Great Britain carrier to sell tickets online, in April 1998; however launching that first site was relatively straightforward compared to the headaches that the company faces today when managing and updating a live site that handles millions of customers each year. As such, easyJet’s online presence is of vital importance to the company for its future brand management strategies. (Warren, 2003) Indeed, Campaign (UK) (2003) recently reported that EasyJet has appointed OMD Europe to handle its  £3 million online business across European markets including Great Britain, France, Germany, Italy, the Netherlands, Spain and Switzerland. One excellent example of how easyJet is attempting to widen its brand visibility and appeal through the internet is the recent agreement that easyJet entered into with First Choice Inc., seen as being the final nail in the coffin in both companies tenuous relationship with agents. First Choice Inc.’s vertically integrated online accommodation subsidiary, ‘Hotelopia’, will provide rooms in 10,000 hotels across the world through the easyJet web site, with easyJet getting the commission for the booking, although the commercial details of the agreement have not been released. In addition to the financial benefits, this agreement will also enable easyJet to spread its brand image and appeal to a much wider audience, thus increasing the impact of its brand management strategies. (Davern, 2004) References Advertising Age (1986) E. F. Huttons Spokesman Idea a Cos Celebre. p. 1. Campaign (UK) (2003) EasyJet picks OMD Europe for online media business. Issue 43, p. 7. Curtis, J. (2004) Brands we love, brands we hate. Marketing (UK); 9/29/2004, p34. de Chernatony, L. and McDonald, M. (2003) Creating Powerful Brands in Consumer Service and Industrial Markets, 3rd Edition. Oxford: Butterworth Heinemann. Davern, F. (2004) First Choice hops into bed with easyJet. Travel Trade Gazette UK Ireland; Issue 2465, p. 3. Friedman, H. H. and Friedman, L. (1979) Endorser Effectiveness by Product Type. Journal of Advertising Research, p. 63. Global Market Information Database (2005) The World Market for Travel and Tourism. Euromonitor International. Govers, R. C. M. and Schoormans, J. P. L. (2005) Product personality and its influence on consumer preference. Journal of Consumer Marketing; 2005, Vol. 22 Issue 4, p189. Heath, T. B., McCarthy, M. S. and Mothersbaugh D. L. (1994) Spokesperson Fame and Vividness Effects in the Context of Issue-Relevant Thinking: The Moderating Role of Competitive Setting. Journal of Consumer Research; p. 520. Kamins, M. A., Brand, M. J., Hoeke, S. A., and Moe, J. C. (1989) Two-Sided Versus One-Sided Celebrity Endorsements: The Impact on Advertising Effectiveness and Credibility Journal of Advertising; Vol. 18, Issue 2, p. 4. Keller, K. L. (1993) Conceptualizing, Measuring, and Managing Customer-Based Brand Equity. Journal of Marketing; p. 1. Marketing (UK) (2005) EasyJet targets business traffic. 4/27/2005, p. 5. McCracken, G. (1989) Who is the Celebrity Endorser? Cultural Foundations of the Endorsement Process. Journal of Consumer Research; p. 310. Petty, R. E., Cacioppo, J. T. and Schumann, D. (1983) Central and Peripheral Routes to Advertising Effectiveness: The Moderating Role of Involvement. Journal of Consumer Research; p. 135. Plummer, J. T. (1984) How Personality Makes a Difference. Journal of Advertising Research; Vol. 24, Issue 6, p. 27. Prokesch, S. E. (1995) Competing on Customer Service: An Interview with British Airways Sir Colin Marshall. Harvard Business Review; Vol. 73, Issue 6, p. 100. Reuters (1987) April 3. Rogers, D. (Oct 2004) EasyJet relaunches with top-level rejig. Marketing (UK); 10/13/2004, p. 5. Rogers, D. (Jul 2004) EasyJet. Marketing (UK), 7/21/2004, p. 22. Warren, L. (2003) Blazing the easyJet trail. Computer Weekly; 9/30/2003, p. 28.

What Makes a Good Coach

SPORTS COACHING What makes a good coach? Coaches can come in all shape and sizes and use a variety of techniques and methods. Some may be great tacticians with a deep knowledge of the sport whereas others may be great motivators. But whether it candlin or capello all coaches have roles and responsibility in order to make them effective leaders. †¢In a coaching role it is needed for you to develop the skills of organising, safety, providing instruction, explanation, and demonstrating, observing, analysing and providing feedback. There are number of roles and responsibilities that a coach must maintain. A number of roles are included and many more are involved. †¢Roles that a good coach may display are : Innovator- sport is constantly changing and it is down to the coach to adapt to those changes, whether it’s a change to the rules a change environment or a change in personnel, it is down to the coach to solve the problems that they may encounter. good coach will draw on past experiences and their knowledge of the sport, or in some cases other sports, to come up with new ideas and approaches, whether this be to make training more fun and effective, push an athlete to new levels, adapt to new rules such as the way rugby coaches had to adapt some tactics when ELV’S were introduced or whether its just to keep up rivals. A good coach will always be thinking about what they can do different,, a famous quote says â€Å"if you always do what you have always done, you will always get what you always got† basically if you do the same thing all the time you will always get the same results you will never improve, it coaching is about development and improvement so there is a need for coaches to be bold enough to try new things in order to improve performance and results. Top level coaches have access to a wide verity of resources such as sports scientists ,psychologists, and technical knowledge, and should use this to create new and innovate approaches/ tactics to gain every possible advantage, for example London wasps and Wales coach Shaun Edwards brought the technique of blitz defence to prominence in rugby union, The Blitz defence relies on the whole defensive line moving forward towards their marked man as one as soon as the ball leaves the base of a ruck or maul. The charge is usually led by the inside centre. The idea of this technique is to prevent the attacking team gaining any ground by tackling them behind the gain line and forcing interceptions and charged down kicks. However, the defending team can be vulnerable to chip kicks and any player breaking the defensive line will have lots of space to play because the defences are running the other way and must stop, turn and chase. In many ways, the blitz is similar to the defence used in rugby league, a sport that Edwards had a significant background in, the technique has had great success for London Wasps with the team winning the Heineken Cup in 2003-04 and 2006-07, the Premiership title in 2003, 2004, 2005 and 2008 and the Anglo-Welsh Cup in 2006. Not only this, but this style of defence played a significant role in the 2008 Six Nations Grand Slam for the Welsh national team, who conceded only two tries over five games. This shows that innovative techniques developed form a knowledge of a verity of sporting backgrounds can be successful, in some cases innovation is needed on a different level rather than improving performance, in some cases it is needed to break social barrier, this arguable goes beyond the role of a good coach but an extra ordinary coach, don Haskins was the coach of Texas western collaged basketball team in the 1960s, a time of racial oppression for black people, however in the 1965-6 season, despite controversy and abuse, Hoskins build his team around choosing the best players regardless of race , in a time where teams would only use one or 2 token black players, Hoskins defied prejudice and made history by winning the NCAA Men's Division I men's basketball championship in 1966, becoming the first team with an all black starting five to win an NCAA basketball National Championship. The Miners defeated Kentucky 72-65 in the historic championship game, both examples show how innovation can work on different levels and how it impacts on sport, innovation is needed at all levels of sport whether it is just to make training more fun or to change the face of a sport, effective coaches will always find time to reflect on both their coaching and where necessary return to the role of a learner to further develop and improve their own knowledge and professional development to learn from coaches in other sports, such as in 2006 when the British lions coaching staff employed former freestyle wrestler Paul Stridgeon as a contact coach as a way to improve tackling by using techniques associated normally associated with wrestling Role Model – coaching is no longer just about improving performances, increasingly it is becoming about shaping a person, performers come from a verity of backgrounds and have different reasons for part, but typically watch and copy the actions of their coach, or in basic terms â€Å" monkey see monkey do† if a coach conducts themselves in a positive manner and maintains a strong work ethic and plays fair these characteristics are likely to rub off on the performer and the coach has had a positive effect on their performer/ athlete ,however if a coach acts in a negative way such as being brash cocky arrogant with a low regard for sporting etiquette then theses traits are also likely to rub off on the performer and the coach will have had a negative effect, especially with young performers who may look to the coach as for guidance and advice on a verity of issue thus making the coach a very influential individual. It is therefore important that a coach uses good practice in all they say and do, a coach should behave in a way that earns and maintains respect on a high level. Coaches have the potential to exert great influence on their team/ athletes, so therefore a coach must ensure that this influence is positive and not only improve the performance but improve the person, , a good role model will encourage fair play and sportsman ship to be of the same importance as results, Friend- coaches and performers spend a lot of time together. They share both positive and negative experiences with each other, and they will have to do this in a friendly and respectful environment, the performance environment can be extremely tough at times and athletes need someone to talk to help them cope with the demands of training and competing. The friend coach is needed to pick up they pieces after a difficult or disappointing performance and may need to be the outlet of emotion. The coach should help keep their performers feet on the ground in order for them to be successful. A coach that can be seen as a friend may be able to motivate a performer better than a coach who is seen as unapproachable, in most cases the performer will be highly self motivated and come for training / coaching sessions because they enjoy the sport and enjoy learning from the coaching experiences they get from the coach, however it is up to the coach to manage this environment in a way that maintains self motivation for the performer. To achieve this a good coach thinks about what motivates and drives their performer to perform to their best. Understanding why a person takes part in sport will enable a coach to create a coaching environment that is best suited to maintaining his/her motivation. This outcome can be achieved easier if the performer considers their coach their friend as they are more likely to open up and share their feelings and experiences with each other theses can then be implemented in the coaching environment where appropriate. An example of friendship between coach and performer be jonny Wilkinson and the friend ship he developed with 3 key coaches in his career : his Newcastle falcons coach rob Andrew, his kicking coach rob Andrew, and his fitness coach Steve black, all three have been able to develop a personal relationship with Wilkinson and have been able to use their friendship to pass on their experiences and further develop his career especially black who helped Wilkinson develop his work ethic towards training and perfection, Trainer- all performers need training whatever level they are at, it is the role of a good coach to provide that training. The coach’s role as a trainer is related to ensuring that their performers are able to meet physical demands of the sport they are competing in, in addition there is an ever increasing need for coaches to help performers meet the psychological demands of competitive sport, especially in an age where media attention on sports stars and the prizes have never been greater , for example a cricketer competing in India’s ipl can expect to win up to $1million if their team wins the tournament, this creates unimaginable amounts of pressure which could affect performance if not dealt with properly. Therefore the coach must be able to help a performer deal with this as a result there are more teams and athletes than ever that seek the assistance of a sports physiologist in their coaching staff , it is up to the coach to devise training schedules that help to develop the performers abilities both physically and mentally. The most common perception of the role of a trainer is the physical development of their performers. every sport places a physical demand on performers , there is evidence to support the belief that a performer cannot only improve sporting performance by focusing on developing sport specific fitness levels , but also improve their all-round health and well –being through well planned and well structured training schedules. A good coach should have a good understanding of the different fitness components , they should be able to devise training programmes/schedules, with clear progression and technical development that allows the performer to maintain and further develop all round good health , fitness and psychological wellbeing in order to cope with demands of their sport, It is vital for any coach to take on a series of responsibilities, like the role of a manager, there are many responsibilities included that a coach must apply in order for their performer/team to play safely/ legally , with no risks. It’s not just the coach who needs to focus on the responsibilities of the performers but it is everyone’s responsibility to ensure the safety of all within the sport. Some of the main responsibilities of a coach are : Health and Safety – all coaching sessions should take place with consideration being given to health and safety issues. they should take place in a safe environment that minimises risk and maximises benefit. Coaches are responsible for the health and safety of their performers/team. Coaches should have access to first aid facilities and able to have contact with the emergency services in the event of an emergency . the health a safety responsibilities can be split into three main components: safety of facilities – when preparing a session a coach must take into consideration the facilities in which the session is to take place e. g. is it safe to hold a contact session in rugby on a hot day when the ground is very hard,. A coach must ensure the activity can be done safely within the area with the equipment available, a coach must be aware of emergency procedures that need to be followed and what to do in the event of an emergency, basically the coach must undertake a full risk assessment of the area and ensure they know how to deal with any incident that may arise. Safety of the activity- a good coach should select practices that are safe and technically correct. Activities should not pos unnecessary risk to the performer. When selecting activities a coach should take into consideration that performers must undertake a thorough and appropriate warm up before physical activity, performers should not be made to perform activities they are not physically or technically capable of, activities should allways remain within the rules of the sport e. g. f doing a tackling session in rugby the same rules should be applied as in a game no high tackles no spearing or dangerous tackling, activities that are unsa fe not technically correct or go against the rules of the sport should never be allowed. safety of the performer – if a coach appropriately addresses the safety issues related to the venue, equipment, and selected activities, the safety of the performer will have been addressed. However the coach should still remain aware of potential risks so that the safety of the perfomer is never compromised. Professional conduct The coach is person of authority and power, therefore it is important that a coach knows how to use this authority and power in the right way and not to abuse it. Unfortunately however there have been coaches that have used their position to achieve unfair and inappropriate gains, trailing 6-5 During the quarter final of the 2009 Heineken Cup against Leinster, Harlequins wing Tom Williams came off the field with what turned out to be a faked blood injury in order to facilitate a tactical substitution , that allowed fly half nick evens to return the pitch after already being replaced to the pitch, it turned out to be ordered by director of rugby Dean Richards, so that quins had a goal kicker back on the pitch the plan nearly payed off when quins took a late attempt at goal but evens missed. this was a gross abuse of the rules and severe action was taken against both harlequins and Richards, Richards has been banned from taking part in rugby in any way for 2 years. It is a coaches responsibility to ensure they behave in an appropriate manner and practice within the boundaries of acceptability at all times. Coaches should demonstrate a profession al approach to their performers and ensure that they are are fair, honest and considerate to the performers needs, like many professions coaching promotes a code of conduct . this ensures coaches act in an ethical and professional manner at all times. The uk sport code of coaching conduct stresses the importance of of: †¢Rights; to respect and champion the rights of everyone in sport †¢Relationships; to develop professional honest relationships with performers †¢Responsibility; to demonstrate appropriate professional behavior and conduct and achieve a high level of competence through qualifications and continued professional development Professional conduct is important as a coach must behave in an appropriate manner or they risk losing the respect of the performers, lose respect and expect to be losing your job! Good coaches should always act professionally All coaches need to be able to carry out a series of skills to be considered as a good coach. Communication – communication is a key skill for any coach perhaps even the most important, a coach may be an expert tactician but what use is that if they can’t communicate with their performers . performers need to understand what is needed from them, a coach should be able to explain a task in clear and composed voice, some coaches believe this is enough however there is a lot more to it. Communication is a 2 way process giving a signal, whether it be verbal or non verbal, is just as important as it being received, so that it can be listened to and understood. How the coach send the signal can have a big impact on how effective the signal is. Coaches communicate in two main ways :verbal: characterised by the use of the spoken word, and most coaches are defiantly able to talk, especially if your name is roy keane or Brendan venter ! Varying the pace, tone and volume of what is said can be key getting a message across. Also remember that that repetitive shouting does not make communication more effective, it may infact have a negative effect as the performer may find it boring and start ignoring it. Non verbal: involves alternative ways of sending a signal, gesture facial expressions and body language are the most common, a lot of coaches are les adept at using non verbal communication , effective non verbal communication is a sign of a good coach, a well timed facial expression can say more than a thousand words. In competitive situations non verbal communication may be the only way of communication with performers. If you want to see a good non verbal Ferguson. Constantly in a game a coach will be communicating with their performers. Never ever will a coach not be communicating with them, its key to speak to your performers, you also need to be able to give effective non verbal commands To be a good coach here are some good communication points, that can be looked at: Organisation – : An effective coach is well organised. Organisation is important, for performers need someone to organises training sessions/ programmes, and fixtures. In a lot of cases this role falls to the coach. Even before a session begins a good coach should be well organised, they should know what they are going to to, farcicalities ad equipment needed, what drills will be carried out and who is going to be coached e. g. if there is a performer who is coming back from an injury or someone who has a big game/ race in the next few days should have a different session planned by the coach. Good organisation before a coaching session will ensure the session runs smoothly and that everyones is doing the right thing in the right place at the right time. A lot of coaches will say that the administration side of the job is the least enjoyable part . however organisation is of equal importance to the other aspects of coaching if not more important, without organisation there is no training or fixtures . It goes without saying , a coaching session cannot take place without the facilities and equipment being booked, equally a participant cannot compete unless they have actually been entered . a good coach may reduce their workload by delegating the organisational aspects to parents or other club members. This allows for the coach to focus more of their time on the actual coaching aspect of their job. If you need some tips improve your organisation as a coach read below Evaluation- a good coach will always be willing and keen to pass comment on the performers ability and performance. And will always be assessing what has gone well and what needs to be improved to better that performance. An example of this is former England rugby coach would always look to find the positives his team’s performance, must of been hard considering that under his reign England were usually on the wrong end of terrible results! However a good coach should also be evaluating their own performance but coaches rarely will, and if they do, they will usually only focus on what has gone well . for evaluation to be effective it needs to be impartial and clearly identify not only what went well but what didn’t go so well and needs to be improved. Honesty is key to any evaluation it will allow the coach to learn from their own mistakes and improve their coaching skills thus benefitting their performer As we know that coaches needs to develop a lot of roles, responsibilities and skills to be an excellent and successful coach. It’s has been looked at that a coach s needs to be evaluating their performers progression in whatever they do. If we were to analyse a what make a good coach there are many aspects we need to look at, such as health and safety, communication ,these aspects couldn’t possibly be stressed enough. There is then also organisation building long and short term plans for the performer, making sure that there stay interested and done feel tired and fed up with what is being done by the coach. Friend ship is also key a coach who is a friend can have much more impact than a coach who is just an outsider . coach also needs to show they have knowledge and experience of the sport that they are doing. A knowledgeable coach is always a good coach. A coach always needs to see the bigger picture and relay the ideas the coach has on to the performers and then the feedback comes back from the performers and then the coach can see then what went wrong with what there just did, that covers evaluation. In conclusion there is not one aspect that creates a good coach, as each aspect is of equal importance. in fact to be a good coach you need All the responsibilities, roles and skills come to together nicely; this shows what makes a good coach and how achieve able they may come.

Old Imperialism vs. New Imperialism

Imperialism is the spread of control over territories across the globe. The Industrial Revolution and interests in nationalism created a new period of imperialism around 1750. Old imperialism lasted from 1450- 1750, but imperialism alone remained until 1914. Old imperialism and new imperialism shared the same basic concept of controlling and utilizing foreign countries. Old imperialism focused mainly on systems of trade while new imperialism took bolder steps to overtaking nations. Old Imperialism was the period from 1450-1750, in which powers were motivated by â€Å"gold, glory, and God†. Political power was controlled by central governments while leaders were busy trying to increase their power. National wealth was widely viewed as holder of power. In old Imperialism, Europeans focused on a cash and carry system, where they purchased goods from native merchants who brought the goods they produced. This led to a focus on a trading system because Europeans didn’t want to take on territorial responsibilities. During the Old imperialism era, Europeans set up trading posts, ports, and docks. These trading centers benefited the places the mother country was supplying too. They had objectives to protect their trading centers in native places and none to obtain territories in them. Europe’s trade within and between native lands led to cultural diversity which may have caused a small breach in unity. However, the old Imperialism era ended due to high costs in taking over territories and too much time to supply the mother country. There was no time to build up a superior, organized, skilled army for anyone. Also, due to the Industrial Revolution there was now a faster more efficient way to create and manufacture products. New Imperialism took place from 1750-1914 in which, Europeans encouraged the acquiring of new native territories in order to invest capital in them to expand their profits. Many others started following European actions such as France, Italy, the Netherlands, Germany, Belgium, Portugal, Spain, and Russia. Europeans saw these native lands as the light to opening them politically and economically. Europeans sought out lands that provided new sources of raw materials, cheap labor, markets, areas of investment, and military boosters. As European nations became competitive with one another, here was an increased pressure to practice Imperialism to maintain power. New Imperialism was motivated greatly by the Industrial Revolution and its advancements, and efficiency of manufacturing and supplying products. European nations also focused on opening trade routes that would give them places to sell their goods. Also significant was the Europeans desire to Christianize and â€Å"civilize† other nations through missionary work and the enforcement of European cultures and beliefs. The new Imperialism brought on social changes as well. Many people urged the taking up of the â€Å"White Man’s Burden†, bringing the European version of civilization to the rest of the world, regardless whether they wanted it or not. While old Imperialism and new Imperialism obviously differed they do share some of the same concepts. During each era, both focused on building their nation stronger, superior, and more enhanced than everyone else through political, economic, and militaristic strategies. Both Imperialisms brought on war, hatred, and strong levels of competition among the World. They brought on ethnic diversity as well as cultural diversity throughout. Each significantly boosted economies worldwide, creating hatful competition which would lead to big wars, maybe even two of them. Imperialism refers to colonial expansion across the globe. As more and more countries began competing, it folded out a new playing field of war. Soon, there would be allies, enemies, victories, defeats, and a whole lot of casualties. Yes, this expansionism would lead to World War I, eventually, into World War II and slumping depressions worldwide.

George Orwell s 1984, And O Brien - 2501 Words

In this paper I will examine in George Orwell’s 1984, the characters especially Winston, Julia, and O’Brien. I will examine their personalities and psychological disorder. I will also examine whether or not health and stress, characters’ cognition and mental abilities are affected by their class. I will also examine the laws that are currently in effect today, and community regulations that are just too overbearing. I will also discuss Progressivism, Socialism, Communism, and Marxism and their founders. Are the characters individualists or collectivists? Why? Winston and Julia are pretty much the only characters that are individualists while all the other characters in the book at collectivists. The story takes place after the Second World War where London has now become part of Oceania and is called Airstrip One. In this place its government is known as Big Brother, which enforces not to have rebellious thoughts hence the name, ‘thought-crime.’ The party is also against people having sex unless they are doing their duty for the party. Junior Spies, children that are brainwashed to spy on their parents, and to report them if they are against the party. Winston and Julia are individualists because they both hate Big Brother and rebel against it. However, Winston rebels at first by illegally buying a diary and then writing in all kinds of entries especially, ‘Down with Big Brother.’ He seeks to join Brotherhood and knows that his sexual relationship with Julia is onlyShow MoreRelatedCritical Analysis and Evaluation of 1984, by George Orwell.1487 Words   |  6 PagesGeorge Orwell 1984 The New American Library Copyright 1961 George Orwell George Orwell, whose real name was Eric Blair, was born in Bengal, India, in 1903. 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