Case Study: Red Bulls Integrated Marketing Mix

Case Study: Red Bulls Integrated Marketing Mix Teresa Cochran What are Red Bulls greatest strengths and risks as more companies enter the energy drink category and gain market share? Established in 1987, Red Bull is an established beverage company. Red Bull, who specialized in energy drinks, greatest strength is its unique marketing strategy and alignment with distributers. Its dominance can be attributed to the organizations capacity to focus on its strengths while compensating for weaknesses. By having an awareness its strengths as well as shortcomings, Red Bull can keep up its present position of dominance in the energy drink market. A quality Red Bull has over its closest competitors is that they are well established in the caffeinated drink market and hold a 70 percent share of it. Furthermore, their product line which is entirely caffeinated drinks, strengthens their position. By focusing on one segment of the market, caffeinated drinks, Red Bull has created a strong hold on their market that competitors are struggling to imitate. The companies unique marketing strategies have enabled the company establish itself as the best energy drink producer in the wor ld (Donovan Henley, 2010). Following Red Bulls success soft drink giants such as Coca-Cola, Pepsi and Monster have launched their own energy drinks. This development will surely diminish Red Bulls market share. Per Kotler Keller (2012), this development will affect the companys profitability because in addition to the lost market share, the company must devote more resources in marketing its products. Red Bull has a method of marketing that is unique to its organization, setting them apart from the competition in the business. Kotler and Keller (2012) discussed the various methods utilized noting that rather than maintaining standard advertising strategies, the company has chosen to focus on an informal exchange via non-traditional means. They also feature celebrities and engage potential consumers at sports events by providing free samples in efforts to generate increased interest in their products. Free Red Bull products are provided in areas including sporting events and high profile parties to reinforce the brand image among the target market in addition to their promotions (Kotler Keller, 2012). Other marketing efforts that attributes to Red Bulls strengths are their sponsorships and campaigns. These unconventional advertising methods help to expand the Red Bull trademark, but they also increases brand awareness. Despite its significant strengths, Red Bull also has numerous weaknesses that it must address to remain dominant in the highly-competitive energy drink industry. Red Bulls small product selection, extremely elevated amounts of sugar and caffeine, and cost offer chances for other manufacturers to acquire market share. Should Red Bull do more traditional advertising? Traditional means of advertising, print, television, and radio ads, have not been utilized by Red Bull to market their brand although the company may consider expansion to more traditional advertising strategies to reinforce their image in more mature markets. Kotler Keller (2012) states, Red Bull employs traditional advertising techniques to reinforce the brand to mature markets, but they do not use it to establish the market. The company has been very successful following its unique marketing strategy. Rather than depending entirely on television and print advertisements, Red Bulls unique guerrilla advertising methodology is at the heart of Red Bulls marketing and advertising strategy. If Red Bull adopts a traditional marketing strategy like its competitors, it will lose this uniqueness. The use of sponsored events and buzz-marketing has helped the companys product stand apart. As such, the company should not use traditional advertising strategies particularly to establish markets ; they should stick to their current buzz-marketing and sponsored events strategy (Donovan Henley, 2010). Traditional advertising should be used only to reinforce the companys brands in mature markets. Although sponsoring extreme events is expensive, it brings a special kind of brand awareness particularly to the younger adult demographic, which is the main market of the Red Bulls products. This group of consumers has little time with traditional marketing strategies; they go with the cool trends in the market (Cornwell, 2014). Extreme events attract young people and thus present Red Bull a great opportunity to reach out to them. Therefore, I would suggest Red Bull to maintain their non-traditional marketing strategy. Donovan Henley (2010) point out that the current strategies are unique and consistent with Red Bulls brand image; adopting traditional methods will water down the companys unique proposition. Effectiveness of Red Bulls sponsorships Red Bull excels at sponsoring events. The companys sponsorship programs are spread over a wide range of extreme sports, artists and athletes. The events the company sponsors range from dancing, motorsports to extreme sailing. These sponsorship programs have attracted many of the current and potential consumers of the companys products (Cornwell, 2014). Per Kotler Keller (2012), sponsoring events is a form of advertising for the company where attendees, usually teenagers and young adults get to experience the companys products, sometimes for free or for subsidized prices. From here, these people spread the word about the companys products, thus becoming Red Bulls brand ambassadors. These marketing strategies though unusual have proved to be very effective for the company. Bull Stratos is one example of the success the company achieves with these sponsorship programs. This program for example provided young people with a dream to look forward to. Cornwell (2014) argues that such events tap into the critical part of young people minds showing them that they can achieve what their dreams. As such, when the Bull Stratos made a safe landing, it provided a sign to these young people that anything is possible. Thus, many young people associate Red Bull with those people who do the impossible. Therefore, I think these sponsorship programs are a good use of the Red Bulls marketing budget and they should continue carrying them out. It is however important for Red Bull to regularly evaluate its marketing programs to ensure they are effective and relevant. The company needs to draw the line when the strategies become ineffective. When this happens, the company needs to be ready to change its marketing approach to remain competitive in the market. Thus, the company should monitor the market continuously for emerging trends to help it change quickly when need be (Cornwell, 2014). References Cornwell, T. B. (2014). Sponsorship in marketing: Effective communication through sports, arts, and events. Routledge. Donovan, R., Henley, N. (2010). Principles and practice of social marketing: an international perspective. Cambridge University Press. Kotler, P., Keller, K. L. (2012). Marketing management. New Jersey, US: Pearson Education.

The Unfulfilled Elisa in John Steinbecks The Chrysanthemums Essay

The Unfulfilled Elisa in John Steinbeck's The Chrysanthemums â€Å"The Chrysanthemums† is a short story in The Long Valley, a collection of short stories by John Steinbeck. This story dramatizes the efforts made by a housewife, Elisa Allen, to compensate for the disappointments which she has encountered in her life. Steinbeck makes it clear that Elisa yearns for something more in her life then the everyday routines of farm life. While Elisa is portrayed as strong, in the end, her strength serves to be insufficient in having the courage to effect any real change in her life since her fragile self-esteem proves to be too susceptible to outside forces. From the beginning of the short story, Steinbeck emphasizes that Elisa is a strong, competent woman who finds her considerable energy channeled into things, such as her garden, which never give her the sort of recognition or satisfaction that she craves. For a brief moment, she senses that she is capable of much more and feels her own strength only to, once again, have a man bring down her efforts, and her self-esteem. The story opens with Elisa working in her garden. Steinbeck makes a point of telling the reader that she is thirty-five. Her age at once implies a woman almost at her middle-age who may be reexamining the dreams of her youth as she contemplates the second half of her life. Steinbeck emphasizes Elisa’s strength as he writes, â€Å"Her face was eager and mature and handsome† (Steinbeck 279). Her husband, Henry, comes back to the house having just completed the sell of some cattle. He is complimentary towards her gardening and comments on her talent. He sugg ests that she put her talent to work in the orchard growing apples, and Elisa considers his offhand comment seriously,... ...’s nature which yearns for expression. For a moment, she feels she touched on such a shared intimacy with the tinker and it is easy to see why she could have been so easily mistaken because the tinker does imply that he also has that sort of aesthetic sensibility when he describes the chrysanthemums which will bloom later in the summer, â€Å"Kind of a long-stemmed flower? Looks like a quick puff of colored smoke?† (282). When the tinker casts her plants aside, it is almost as if he cast aside Elisa’s dreams as well. It’s not just this brief episode that makes Elisa’s cry, but what is really upsetting her is the thought of a future where she feels unfulfilled and unchallenged. Work Cited Steinbeck, John. "The Chrysanthemums." Literature: An Introduction to Fiction, Poetry, and Drama. Ed. X. J. Kennedy and Dana Gioia. 6th ed. New York: Harper Collins, 1995. 239-47.

Essay on Appearance vs Reality in Yellow Wallpaper, Story of an Hour, a

Appearance versus Reality in Yellow Wallpaper, Story of an Hour, and Lottery  Ã‚     Ã‚  Ã‚   Authors often write literature to have an emotional impact on the reader. These effects vary from work to work, and they may include happiness, sorrow, anger, or shock. Even authors who try to achieve the same effect may go about it in very different ways. This paper discusses three short stories written to shock the reader, but each uses a different method to achieve its effect. While Kate Chopin's "The Story of an Hour" uses a sudden shift in plot at the end of a short narrative, Shirley Jackson's "The Lottery" gives hints throughout the story preparing the reader for a shocking ending; in contrast, Charlotte Perkins Gilman's "The Yellow Wallpaper" shocks its readers through careful character development. The narrator of Gilman's 1892 short story "The Yellow Wallpaper" is a woman who seeks professional medical assistance to treat her mild depression and nervousness; ironically, the treatment is much worse than the illness itself. At the time Gilman wrote "The Yellow Wallpaper," the accepted treatment for depression was complete rest in an isolated environment. The narrator's husband, a doctor, forces her to undergo this treatment; consequently, he imprisons her in a small room with no one to talk to and nothing to do. When the narrator is trapped in this prison, her only enjoyment is secretly writing in her journal. Since ... ...ing, but "The Story of an Hour" is more sudden. It is not shocking, however, that all three stories successfully impact the reader. Works Cited Jackson, Shirley. "The Lottery." Literature and Its Writers: An Introduction to Fiction, Poetry, and Drama. Eds. Ann Charters and Samuel Charters. Boston: Bedford Books, 1997. 308-14. Chopin, Kate. "The Story of an Hour." Literature and Its Writers: An Introduction to Fiction, Poetry, and Drama. Eds. Ann Charters and Samuel Charters. Boston: Bedford Books, 1997. 158-9. Gilman, Charlotte Perkins. "The Yellow Wallpaper." Literature and Its Writers: An Introduction to Fiction, Poetry, and Drama. Eds. Ann Charters and Samuel Charters. Boston: Bedford Books, 1997. 230-42

Costco Wholesale Corporation Essay

Costco Wholesale Corporation was created in 1983 when its first store opened in Seattle. Costco runs on a membership warehouse concept, which was first created by Price Club in 1976. Now, though Costco has only subsidiaries in eight countries, but Costco is the ninth largest retailers around the world, and is one of the most successful discount warehouse firms in North America. In 2008, Costco open the store in Australia. Through the leadership of Jim Sinegal, Costco has been able to create value for shareholders as well as consumers. Part of Costco’s strategy is to attract customers through a combination of low prices. Although it is a success strategy, they will not likely has the same level of success moving forward due to intense competition in the industry. Costco began its e-commerce business in November 1998. According to a Compete.com survey in 2008, the Costco’s website attracted at least 58 million visitors. In addition, Costco online shop provide the membership additional products which can not find in store, and also provide digital photo processing, pharmacy, travel, and membership services. However, Costco operates Costco Online, electronic commerce web sites only in Unite States, Canada and UK. Objective: This report will through analyze Costco internal and external environment, potential customers, and online market needs to make a strategy plan to expand Costco’s e-commerce into the international market, and bloom it’s online sales. Costco Wholesale Corporation was created in 1983 when its first store opened in Seattle. Costco runs on a membership warehouse concept, which was first created by Price Club in 1976. Now, though Costco has only subsidiaries in eight countries, but Costco is the ninth largest retailers around the world, and is one of the most successful discount warehouse firms in North America. In 2008, Costco open the store in Australia. Through the leadership of Jim Sinegal, Costco has been able to create value for shareholders as well as consumers. Part of Costco’s strategy is to attract customers through a combination of low prices. Although it is a success strategy, they will not likely has the same level of success moving forward due to intense competition in the industry. Costco began its e-commerce business in  November 1998. According to a Compete.com survey in 2008, the Costco’s website attracted at least 58 million visitors. In addition, Costco online shop provide the membe rship additional products which can not find in store, and also provide digital photo processing, pharmacy, travel, and membership services. However, Costco operates Costco Online, electronic commerce web sites only in Unite States, Canada and UK.

Leadership and Supervision Issues in Nathaniel Philbrick’s In the Heart of the Sea Essay

Nathaniel Philbrick’s In the Heart of the Sea describes the tragic final voyage of the Nantucket-based whaler Essex in 1820. The Essex was a floating factory, a comparatively small but sturdy vessel designed to travel great distances to find, kill, and process whales, thus yielding the extremely valuable whale oil and other products. In the Heart of the Sea also describes a series of errors, mishaps and miscalculations—often with fatal results—in the management, leadership and supervision of the enterprise. These events, despite the distance in time, provide scenarios to compare and contrast present-day concepts of leadership and supervision. The story of the Essex illustrates numerous instances of (a) poor planning before and during the journey, (b) poor staffing decisions before and during the journey, (c) indecisive and/or poor leadership and (d) poor supervision which contributed to the difficult journey, the sinking of the Essex and the horrible aftermath. Typical of the practices of the era and locale, Essex was captained, but not owned and provisioned, by a sailor-officer who had risen through the ranks. This would be the first command voyage of Captain George Pollard, Jr. By all accounts he had successfully risen to First Mate of the Essex on previous voyages and was given captaincy when the former captain was given a newer and larger vessel. Unfortunately he inherited a worn ship soon to be out of commission. Accordingly the owners spent as little as possible on repairs of the vessel and even less on provisions for the multi-year cruise. There is no indication Pollard had any input in either decision. As this was his first command he was likely to remain in his employers’ good graces and refrain from insisting on better repairs and outfitting. To further compound these initial as well as future problems was the wage payment structure in which Pollard and the crew were essentially working on commission. Payment to officers and seamen alike would be a portion based on rank and seniority paid only if the valuable whale oil was safely in port. Other experienced captains had the ability and option to add to the original provisions. Pollard either decided to set sail despite the meager provisions or was unable to supplement them by his own means. This system strongly contrasts to management practices of the day as well as contemporary practices. Owner-operated businesses were not at all uncommon in the era with a strong â€Å"hands-on† style of leadership. Most striking would be the owner-operated vessels with a captain well-versed on ship maintenance and outfitting. Obviously today anyone would be considered naive at best and insane at worst to take on such a logistical task of any sort without having been given decision-making authority. Today even with companies having distant or publicly held ownership the leadership and decision-makers of the company are urged to â€Å"buy into† the company in the sense of making decisions and leading in a manner consistent with actual ownership. If Pollard can be excused to some extent for the poor decision-making at home port, the disastrous lack of planning during his maiden voyage is his burden alone. After almost loosing his ship virtually at the onset of the voyage he is either unable or incapable of tactical or strategic planning when the Essex is destroyed. With a previously damaged vessel prudence would dictate some sort of â€Å"disaster plan† short of a belief that lightening will not strike the same place twice. While the Essex was sinking it was the foresight of others who managed to salvage essential items. Some decisions defied common sense. Instead of cooking and preparing a substantial amount of available turtle meat he simply placed two live turtles with each surviving whaleboat. Perhaps Pollard did not think the unthinkable could happen again. Such planning and preparedness is not something novel, for his era or ours. It is simply the ability to survive the unexpected and the wisdom to learn from it. Contemporary leadership in management, government, and virtually any other field must be prepared for the unexpected. The unexpected and the disastrous will certainly occur, usually when least expected. It then also becomes a learning experience for leadership to plan and think for the â€Å"unplanned and unthinkable†. Consistent with the idea of poor or non-existent planning was the Nantucket concept of staffing vessels with the unskilled. Pollard’s ship was manned by a significant number of â€Å"sailors† who had never lived in Nantucket nor experienced life on a whaler. Other â€Å"sailors† included inexperienced Nantucket youngsters anxious for their first cruise as well as officers sailing in newly-promoted ranks. It was expected of Pollard and his officers to essentially conduct on-the-job training for the unskilled staff. However, once again, if Pollard can be excused for having to deal with something out of his control, the staffing decisions made during the disaster were his alone. Most glaring was the decision regarding the placement of the survivors in what would become their lifeboats. No consideration was given to skill, ability or health. Instead, it was a system based on whether a sailor was black or white, Nantucketer or not. Apprenticeships and on-the-job training are time-honored practices dating back centuries and still valid today. Both systems are based on both a lengthy or at least sufficient period of time and a non-critical or at least supervised situation. The apprentice or OJT worker will make mistakes and is given the opportunity to make them and learn from them in a controlled situation. Once skilled, the staffing pattern must be developed to maintain whatever production or quality standard is to be met. In an emergency situation such decisions must be made by leadership without being distracted by pointless issues of race, class, or place of birth. Again, Pollard can be shielded to some extent by the customs and practices of his day. Contemporary leaders have no such excuse. Decision-making is often made in the lonely vacuum of sole command, something that Pollard, at times, was unable or willing to do. â€Å"Leadership by consensus† was not something he learned, but he did indeed practice. Additionally, indecision is in fact a decision, and one that eats time. After the initial near-fatal keeling of his ship Pollard commits both errors: he abdicates sole leadership, procrastinates, reverses himself, and by trying to lead by consensus ultimately leads his ship to disaster. Again, forces work against Pollard. To turn back with a damaged empty ship would result in no wages and possibly a loss of command. By deciding to continue the voyage with a damaged ship, lost provisions, and lost whaleboats Pollard was not talking a calculated risk, he was essentially dooming his ship and crew to disaster. Modern management case studies abound with the disastrous stories of managers failing to decide and having that â€Å"activity† yield worse results than a bad decision. Most missions are time-critical and while many, if not most missions can have a built-in method of correcting erroneous decisions there is no method for reversing time lost in indecision. The texts are equally full of the horror stories of leaders who take the â€Å"ahead at all costs† attitude without a realistic appraisal of whether their â€Å"ship† can handle the journey. This inevitably results in the learned experience that â€Å"profitability at all costs† is very unprofitable. After the sinking of the Essex a variety of decisions were made, some based on common sense, or lack of same, and others based on the nautical knowledge of the time. Perhaps the most glaring was the decision to allow the surviving whaleboats to operate in an individual fashion, without tying together during the night. While a questionable seafaring decision, it casts some light on broader contemporary issues. During critical situations, whether a production run or a full-scale emergency it is common sense and a practical necessity to maintain communication and command. Failure to maintain either can jeopardize the personnel and the mission. In the Heart of the Sea is filled with numerous examples of poor supervision. From the very onset there is no indication Pollard really supervised the repair and provisioning of his vessel; it all likelihood he delegated a great deal of this responsibility to his First and Second Mate. There is no indication he did a thorough, hands-on investigation of his damaged vessel after the initial near-sinking. Once whaling he was out in a whaleboat, as was the custom, instead of being in a position on deck to supervise all of the events that would unfold. There is no indication he personally undertook a surveillance of Henderson Island to determine if it could sustain the crew, or in the alternative, if it could better provision the survivors on their continued voyage. During many of the catastrophic events Pollard seemed overwhelmed and incapacitated by the situation. He was unable to command and supervise what can only be described as life-threatening or life-saving activity unfolding in front of him. Once all was lost he decided to allow the boats to go their own way, and was unable to maintain the supervision of survivors when that was his most critical duty. Throughout the disastrous journey the questionable command of Pollard is and will be debated. What is certain is there was considerable doubt at the time that he exercised the decision-making responsibilities in a prudent manner. The captain of a ship and the leader of a corporation must be able to face a situation, whether mundane or critical, and make very quick and decisive actions. First and foremost is the decision of whether to take a â€Å"hands on† approach or delegate responsibility. There is no easy or set answer, and either method can be disastrous, if a leader usurps a subordinate’s better command of a situation or if responsibility is delegated to someone incapable of handling the situation. However, the command of a ship is unique and very similar to many organizational situations in that the leader at the very top is expected to be well-versed and capable of every function in the entire organization. If that is not the case, then the leader must have a clear understanding of his personal abilities and limitations as well as that of all of the subordinates in the chain of command. Throughout the narratives and accounts which the book is comprised of there is mention of, and no doubt that the captain knew his ship better than anyone. However, it became very obvious at the onset that his knowledge of his and his officers’ capabilities was suspect. At only one point was Pollard described as acting with the authority and decisiveness normally required of a ship’s captain. He quickly and ferociously responded to an early â€Å"protest† by the crew relating to what they considered poor rations. His outburst and threatened action quelled the protest and certainly left the crew with no doubt of his intent. However, what is missing is the not-unusual comments and attitude from crewmen indicating complete respect of their captain and their willingness to follow his commands, regardless of outcome, because of their knowledge of him and his ability. It is imperative upon leaders to not just know their workplace, but to know their staff. It is not enough to â€Å"go ballistic† once in a while to let the staff know what will happen if something is discovered amiss or in response to what behavior is not to be tolerated. Command through intimidation is foolhardy; what is necessary of leadership is to prove competency to staff and subordinates to the point where there is no doubt there is respect in the leader’s ability. At that point leadership becomes â€Å"natural† if and when the staff and subordinates believe the leadership will in fact lead, but do so in a manner that takes into account the well-being, if not survival, of all. In modern society â€Å"survival† is often economic survival, and depending on the organization or industry economic survival must be paramount in management’s priorities. Pollard lost on both counts; the voyage was a complete economic disaster and resulted in the deaths of the majority of his crew. The journey was a voyage of poor planning, staffing, decision-making and supervision. It is an epic of missed opportunities and unrealistic goals. It is a blueprint for any manager or leader in what not to do. Leadership cannot afford to be unprepared in any of the areas noted above. Each interact and influence the other, often in ways unanticipated and noted only too late. It is easy, but very necessary to look at situations with twenty-twenty hindsight if lessons are to be learned and errors prevented in the future. There is a host of what-if questions presented by In the Heart of the Sea which every leader should take to heart.

Learning Experiences with Linear and Systemic Questioning Essay

In this paper I will have a detailed interview process laid out in order of focus. First, I am focusing my interview on the background of my partner and what motivates her to go to school and further her education. Secondly, I will ask her why she chose to specialize in her field of work and what are side hobbies or enjoyments that she does besides working towards her career goal. Lastly, I will be asking about her family and their views on education. I will be asking both linear and systemic questions to get my answers. I have looked up the meaning of linear and systemic questioning and their differences before writing out the questions I am using for Michele. I feel like this assignment has helped me to understand and recognize the difference in the questions being asked and which ones will give me a more detailed answer. Learning Experience with Linear and Systemic Questioning I am doing an interview process with Michele Renner to learn more about her as a student, professional, and person. I know that this assignment is a stepping stone to learning all I need to know to be a MFT. The interview process will teach me how to reply and question in a professional matter and how to talk with a complete stranger without there being any uneasiness. I believe that this interview essay is relevant to my education needed for MFT work. I think it is a great way to quickly get to know a part of my fellow classmate’s life and see the inside without having met her yet. Michele has a very busy life, I know this much from reading her introduction in class. She has six children and that isn’t the only thing keeping her on her toes. I admire the fact that she is continuing her education despite all that is going on in her life; it shows that her motivation is strong. Michele not only has a strong motivation for continuing her education but a very inspirational story. Question Development Michele chose education to be the main focus of our interview process with me as her interviewer. I have lined up eight linear questions and seven systemic questions all around the topic of education and how it affects her family and time with extracurricular activities. My questions are listed in Appendix A. Since Michele only chose education I was able to format my questions in a way to gain more insight on her everyday life by asking how education affects her, her kids, her spouse, and her work. All the questions are relevant to my case and were not over personal or intruding. She was a great person to talk to and I could imagine myself laughing with her over coffee or in an actual counseling set up. Linear Questions I developed my linear questions based on the information she may be willing to share. I am asking some closed questions that only require a short answer and some open questions that will follow with the systemic questions I have lined up next. The open ended questions will give Michele a chance to go into further detail with the question and her answers. Linear questions are questions that are problem explanation and definition questions, they usually begin with Who, What, Where, When, and Why? They are investigative questions that lead up to gaining some insight to the person you are talking to but they don’t give a full explanation. The limitations of linear questions are that they are narrow, short-term questions and don’t get to the heart of the problem. Short-term, linear approaches have several inherent limitations. First, they are based on a problem-solving model that is more associated with American corporate thinking than with client suffering and therapeutic healing. Typically, the model includes the following sequence: (a) identify the problem, (b) consider various interventions to solve the problem, (c) choose the best interventions, (d) apply the interventions, (e) assess progress periodically, and (f) modify the interventions as needed. This clear-cut, linear approach appeals to executives, administrators, and others in positions of authority and has proven itself effective as an approach to solving problems in corporate and other settings. It is no accident that the trend toward streamlined, linear approaches in clinical work coincided with the rise of managed care and its corporate mentality (Ackley, 1997; Miller, 1996c). Linear questions don’t help the client without the involvement of also another form of questions. Using linear questions alone are ineffective to getting the desired results from the client, which can leave the client and the counselor both feeling misunderstood and upset. Systemic Questions I developed my systemic questions based on what my linear questions were about. I wanted to make sure some of the questions were the same type of question as my linear question but worded in a circular way that would get me more detailed answers and more depth behind her answers. Systemic questions are both circular and reflexive. They are behavioral effect questions, difference questions, hypothetical future questions, and observer perspective questions. The reflexive questions are intended to indirectly influence the family and are predominantly facilitative. The circular questions are more exploratory as the counselor tries to discover the way everything is connected together. Because the distinction between lineal and circular may be regarded as complementary, and not just as either/or, these assumptions and their associations may overlap and enrich one another. Most therapists have internalized these concepts to varying degrees and probably operate with both sets of ideas, but in differing ways, with differing consistency, and at different times. Although these assumptions and presuppositions tend to exert their effects covertly and non-consciously, they still have a significant effect on the nature of the questions asked. Hence, this second dimension adds considerable depth to an understanding of differences among the questions asked. If the therapist assumes that influence only occurs indirectly, through a perturbation of preexisting circular processes in or among family members, the influencing questions are considered â€Å"reflexive questions. † (Tomm, 1988, p. 3). If the therapist has established a Batesonian cybernetic orientation toward mental process, and has developed skills in maintaining a conceptual posture of circular ypothesizing, these questions will come easily and freely. Two general types of circular questions, â€Å"difference questions† and â€Å"contextual questions,† have been associated with Bateson’s fundamental patterns of symmetry and complementarities. The Interview When I called Michele I was immediately at ease with her as a person. She was very upbeat and forthcoming with her information. After asking her how she was I jumped right into the questions. I explained to her which questions I was doing first and how many there were for each linear and systemic questionings. She had no problems going into elaborate detail about her life and why she is doing what she is doing today, she talked as fast as I could type her answers! Since I did not have a recorder I did have to ask her to repeat herself if I did not finish typing the answers that she was giving me but she was very nice about it and as soon as we concluded our interview I made sure to immediately formulate the answers into more coherent sentences while it was all fresh in my mind. Interview Themes  The themes and content that came out of this interview with Michele are few. One theme or content that was revealed to me was that her inspiration for education came from her mother who did not complete high school. The content that came out from the systemic questions would be how supportive her family is even though it is a financial strain on them. The linear questions brought out her main reasons for wanting her education and the systemic questions went into more depth of what the education means for her and her family as a whole. Theme one. The first theme would be her mention of her mother and losing her father when she was young. She brought up her mother quite a bit in our interview and I could tell that her mother was a great factor in her decision to keep going to school no matter how long it took her to succeed. She is very proud of her mother for the way she was, raising children alone with no degree and no financial backups. Michele doesn’t want her kids to ever have to worry about wanting or needing things and she wants to get her degree to be able to enjoy what she loves doing most. Theme two. The second theme is that of finances. She did bring up the fact that she has been in school for a very long time because she is only taking one class per quarter so that she can pay for it and still have time to do her work, school, and family life in a balance that is easier on her. She teaches her children that it doesn’t matter how long it takes you to get there, it is important to have dreams and goals and make them come true. The future of her children won’t be as hard on them as it was on Michele growing up. Interviewer Role Stance. As an observer for the linear questions I realized that the questions were straight to the point without asking for more detailed information from Michele and it was pretty basic. I felt that I was getting to know Michele through my linear questions but I was able to understand more through the systemic questioning. My systemic questions were open-ended questions that helped our conversation go into further detail because Michele felt that the questions opened up for her to go into more of her life story. Relationship with the interviewee. I started each set of questions by letting Michele know what type of questions I was asking. She was very forthcoming and she said that some of the questions I asked her were really good because she hadn’t thought about it in the way that I asked it. She is a very nice person, easy to talk to and get along with. We talked about how we both found Capella, the weather changes, and the state we live in. The systemic approach definitely went into further detail but I feel like I gained a lot of insight from the linear questions as well. Multicultural/diversity issues. Michele and I did not talk about cultural backgrounds as she only wanted to talk about her educational background. I feel now, that I could have incorporated some cultural questions into the topic of education. We did talk about her family and how they are very supportive of her career and educational goals and we never stepped on a touchy subject that made her hesitate to answer me. Curiosity. I am naturally a very curious person about other people and how they think and what they do and why they do it. So it was no problem for me to ask more questions on top of the ones I have listed. I knew by intuition which topics not to go into further detail with her about since I don’t know her that well and it was irrelevant to her education. One thing I wanted to know was more about her dad. I did however; ask her about her grandparents influence and more about her mother. My curiosity helped me to see in greater detail the aspects of her relationship with each member of her family. Assessment of Interviewer. I really liked the questions that I asked, and I was polite and made jokes so that we were on easy footing. I do think back on the interview and wish I had asked different questions because some of them seemed to be repetitive even though she answered them each in a different way. For example, What made you change your path to this specific one? Was a question I asked after asking why she chose being an MFT. She had answered in the previous question the answer to both questions which turned out to be one and the same. I had chosen that question because in my experience most people at one time had wanted to be something else first and then changed their mind later in life.

Goal and Career Action Plan

University of Phoenix Material Professional Career Action Plan Outline Complete this professional career action plan outline after viewing the Career 101 workshop link on the student website. You may need to research specific careers or companies to answer all of the questions. A professional career plan details career goals, rather than personal goals. This plan will look at your professional strengths and weaknesses, the type of company you wish to work for, any knowledge gaps that exist, and your professional resume.Create three to five professional goals (for example, â€Å"I want to get a job in a health care facility in the emergency services department†), and then complete this outline with those goals in mind. 1. Goal #1 2. Goal #2 3. Goal #3 I. Self-Awareness a. Professional strengths i. ii. b. Personal strengths i. ii. c. Professional weaknesses i. ii. d. Personal weaknesses i. ii. e. Write 4 to 5 sentences, using the strengths and weaknesses above, to describe yours elf to a potential employer. II.Ideal Next Objective (or position) – based on your self-assessment, where will you go next? a. Required competencies i. ii. b. Compensation requirements i. ii. c. Company culture i. ii. d. Compromises i. ii. III. Gap analysis, plan, and execution – these are skills you already have a. Credentials i. ii. b. Responsibilities i. ii. c. Accomplishments (personal and professional) i. ii. d. Career management gaps (lacking credentials) i. ii. IV. Personal marketing a. Resume (include) b. Cover letter (include) c.Networking – what do you do to network? i. ii. d. Interviewing techniques and skills i. ii. V. Periodic career audit a. How often will you evaluate career plan? b. What influences or affects career plans i. ii. Professional Career Action Plan Outline Complete this specialized career action plan outline after watching the Career 101 workshop link onthe student website. You may need to investigate precise careers or companies to a nswer all of theinquiries. A professional  career  plan specifics  career  objectives, rather than personal objectives.Thisproposal will look at your specialized fortes and faintness, the kind of business you wish to work for,any knowledge gaps that exist, and your expert recommence. Create three to five objectives professionals (e. g. , â€Å"I want to get a job at a health center in the unitof emergency services†), and then thorough the picture with the objectives in mind. 1. Goal  #12. I would  get a job in a  supported living community  as a health manager. 3. Goal  #24. I love to finish my  education with a  DrPH. 5. Goal  #3I excelsior’s link program for paramedic’s. I.Self-Awarenessa. Professional fortesi. Communication  talentsii. Written abilitiesb. Personal fortesi. People  expertiseii. Trust  worthyc. Professional  weaknessesi. Computer skillsii. Typing skillsd. Personal  faintnessi. I over-extend myself  ii. e. Wri te  4 to 5 sentences, using the  fortes and faintness above, to describe you  to apotential company. I am a very outbound and optimistic thinking individual with brilliant leadershipskills. I am a instigator and very honest and trust worthy. I must declare I need toprogress my computer and typing talents