G4S Is The Biggest Security Company In UK Marketing Essay

G4S Is The Biggest Security Company In UK Marketing Essay 1) Introduction: G4S is not just the biggest security company of the UK,s now it is the one of the biggest company of the world.G4S took strong start in 2007 and organic turnover growth of 7.5% in the first six months of 2007. Nick Buckles, Chief Executive Officer of G4S said in 2007 the firm had a enjoyed a good start to the year with strong performances across all regions and services, despite the waning strength of the US dollar. firm also reported cash flow generation of  £97.7m and profit margins of 6.2%à ¢Ã¢â€š ¬Ã¢â‚¬ ¢ up 0.3% on the same period last year. We hope the strong momentum achieved so far this year to continue into the second half, Buckles said. The first half of 2007 also saw G4S employing 500,000 people for the first time. The company maintained its strong margin performance and good growth record. 2) Mission: Mission of Create awareness about the safe handling of securities and detention of property to our customers and prospective users nationwide, projecting confidence through experience and varied offer of services as a result of our corporate culture of research and development. 3) Vision: Remain one of the leading security solutions and expertise through the delivery of outsourcing services world-class cash management and comprehensive security, focusing on customer needs and investing in recruitment and development of our best people in the industry, we will provide innovative services in each of our businesses. 4) Objective: Our overall goal is to become recognized by the skilled execution and superior services to our customers. This means meet with the specific objectives, which are: Absolute confidence in our employees Permanent customer satisfaction Reasonable profitability of our operations Values: Loyalty Commitment Competitiveness Discipline Responsibility The G4S family is committed to its corporate vision and to be supported through fair, transparent and participatory engagement. Serving in this way we fulfill the duties to our shareholders, employees, family members, providers, state and community. 5) Competitive Landscape Demand often depends on the income of consumers or the profitability of business customers, because many technology products and services are expensive. The profitability of individual companies is driven by their ability to develop and market new products. Large companies often have advantages in access to capital and marketing. Small companies can compete successfully if they have expertise in a particular field of knowledge. The industry is capital-intensive: average annual revenue per worker is more than $300,000. Top G4S plc Competitors Companies Location Prose r Compaà ±Ãƒ ­a de Seguridad, S.A.gu Madrid,  Spain Securitas AB Stockholm,  Sweden UTC Fire Security Farmington,  CT Boca Raton,  FL Richmond,  VA Nashville,  TN Hunt Valley,  MD Boca Raton,  FL Carmel,  IN Solna,  Sweden London,  England Tokyo,  Japan Stakeholders: Customers , employees and their representative , investor, industries bodies Government and legislator and experts are all the stakeholders of g4s and engaged with each other. 6) G4S (PLC) has a total of 4 major shareholders. Together they account for 20.07% of the total shares in issue. Major share holders Amount %Holding Harris associates LP 85,35,700 6.04 Prudential Corporation 71,384,444 5.06 Blackrock Inc 70,570,646 5.00 Legal General group plc 56,54,546 3.97 Direct holder Nick Buckles 1798,467 0.13 Trevor Dighton 1,226,819 0.087 Grahame Gibson 1,206,8542 0.086 Executive Directors Share Holding Nick Buckles 1798,467 (Chief Executive) Trevor Dighton 1,226,819 (Chief Financial Officer) Grahame Gibson 1,206,8542 (Chief Operating Officer) 7) SWOT Analysis: 7.1) Strength: Diversity   is a source of strength for G4S in the UK and Ireland and one that gives us a key competitive advantage.It wants to build an inclusive working environment in which people can thrive and reach their full potential regardless of race, sex, religion or beliefs, disability, marital or civil partnership status, age, sexual orientation, gender identity or expression. Company policies and practices are written to ensure that people understand what is required, the importance of complying and the consequences of not doing so. Company also have a telephone helpline which allows disclosures to be made in confidence. As a security company, with a clear weighting towards traditionally male-dominated occupations, face challenges in driving the diversity and inclusion agenda .Company open up opportunities for people with disabilities and health conditions to work at more than 1,000 sites operated by Trillium and provided with security services by G4S. However, there is still much to be done to raise awareness of the business benefits of diversity, and to implement strategies to harness these benefits. Therefore at the end of 2010, the role of Group Head of Diversity and Talent was created to develop and implement a diversity strategy across G4S globally. 7.2) Weakness: Worlds biggest security company: fell 3.4 per cent in the wake of its full-year results on concerns that organic revenue improvement was slowing. Nick Buckles: eyeing expansion into Brazil EDITORS CHOICE Russia in dogfight for India contract Mar-11 Aerospace and defence deals down Feb-21 Thales paints gloomy picture amid big loss Feb-20 Nick Buckles, chief executive, said that over the coming year the FTSE 100 group would continue to diversify beyond traditional and low-margin manned guarding. He said G4S had increasingly provided clients with technology such as identity management, biometrics and sophisticated digital video monitoring in part because it can help them keep costs down. Pre-tax profits at G4S, which guards nuclear weapons establishments, manages prisons and clears landmines, rose from  £262.7m to  £302.8m in the year to December 31 on sales of  £7.01bn ( £5.93bn). The group benefited from the weakness of sterling and, assuming currencies had been constant, sales improved 7.4 per cent. A relatively strong performance in new markets across Asia, Africa and South America helped offset weakness in continental Europe and North America. Mr Buckles, who expects G4S to spend between  £100m and  £150m on acquisitions this year, said he was eyeing expansion into Brazil. Earnings per share were 14.4p (11.1p). The board recommended a final dividend of 4.16p, giving a total for the year of 7.18p (6.43p). The shares closed down 9.4p at 269.2p. 7.3) Oppurtunity: 24th February 2010: G4S, the worlds leading international security solutions group, has unveiled a promising young Filipino athlete as the newest member of its global sports team, G4S 4teen. After an extensive search Charly Suarez, a talented 21 year-old featherweight boxer from Davao city, has been selected to join the unique sporting initiative and complete the line-up of young sporting hopefuls in G4Ss inspirational programme. World class boxers after G4S recognised qualities and values in the sport that sit close to their own, a comprehensive selection process was run in conjunction with the Filipino Boxing Federation. As a young Olympic sportsman with huge potential, Suarez was selected from a shortlist of young talented boxers as a perfect match for the aspirational sports programme. With an impressive list of achievements already to his name, including a recent Gold medal at the South East Asian Games in Laos, the 21 year-old has demonstrated determination, courage, and tenaci ty in becoming a top amateur boxer in The Philippines characteristics that are integral to the G4S 4teen programme. 7.4) Threat: Retail crime-the threat: Almost one in ten retail employees has committed a crime against their employer in the last 12 months reveals G4S Over 160,000 retail employees have consumed produce without paying for it in the last year. Over 28,000 retail employees have stolen goods when in transit. New research published by G4S Secure Solutions (UK) (G4S) reveals almost one-in-ten (224,000) retail employees have committed a crime against their employer in the last 12 months. The most common crime committed by retail employees was consuming produce without paying for it, with over 160,000 workers secretly stealing food. Over 56,000 retail employees admit to outright theft from their employer in the last 12 months, removing items from a store in which they were working without paying for them. G4S warns that unsecured vehicle loading bays prove an attractive target for retail employees looking to remove goods without permission. Its research shows that over 28,000 retail employees have admitted to stealing goods when in transit to a shop, or between a storage area and the shop floor. The diversion of goods in the supply chain, from the distributor or manufacturer, before they reach the shop floor is a major problem for retailers with significant revenues lost each year as a result of merchandise being stolen. Retailers mitigate against the threat from within and minimises losses from employee shrinkage. Strategy: The underlying focus of G4S strategy is to add value to the core services that it is already provide by taking a greater role not just in specialist security areas, but in total outsourcing of the management of environments where security and safety is key. By this G4S becomes a partner with its customers and takes greater responsibility for managing entire aspects of their business which are not core to them, and where G4S can add value through its security and segment expertise. For example: high-security facility outsourcing   cash cycle management   ATM network management and servicing   risk management and consultancy   prison design and management   offender management programmes. Strategy implementation: Security remains at the core of offer it is an area in which company have extensive expertise across the Group and is fundamental to our service proposition. In recent years, added expertise to businesses in key areas and sectors such as events, risk assessment and consulting, ports, aviation, oil and gas, bid capability and project management skills. This enables to focus on creating customer propositions tailored for specific industry sectors which demonstrate expertise in these areas. At the same time, Company is building relationships at a senior level within our customer organisations which should ultimately gain a larger share of customer commitment and spend on secure outsourcing solutions.

Netflix Business Model Analysis and SWOT

Netflix Business Model Analysis and SWOT 1 Introduction Netflix is the worlds largest online movie rental service with over 6.3 million members and a collection of more than 75,000 titles. They are known for both their excellent customer service and their convenient and user-friendly interface on their award-winning website. Though Netflix has received many criticisms, it has continually grown and thrived in the movie rental market. New technology has enabled Netflix to provide high quality streaming videos directly to their subscribers PCs. This service is being rolled out over the first six months of 2007, free of charge, to Netflixs current subscribers. In order to maintain its superior position in the in home filmed-entertainment, Netflix must enter the Video On Demand (VOD) market immediately. By entering the VOD market through offering streaming videos, Netflix will be able to differentiate itself from its competitors, and reduce the likelihood of price competition. Offering a movie streaming service as opposed to a movie downloading service will further aid it in differentiating itself. For the short run, Netflix needs to incorporate the service of streaming movies to complement its DVD rental service. In the long run, after the popularity of streaming movies has grown and the technicalities of this service are fixed, Netflix can separate the DVD rental and streaming movies services, offering two different sets of plans. Pursuing this strategy is vital to Netflixs future, because as new innovations in technology become popular, the DVD-rental subset of the home movie market will shrink, while the downloading and streaming of movies will eventually come to dominate the majority of this market. Therefore, the correct implementation of Netflixs entry into the VOD market, wi ll serve as a bridge strategy, aiding Netflix in its evolution from a DVD rental service to a distributor of digital entertainment. 2 A Closer Look at Netflixs History Reed Hastings and Marc Randolph founded Netflix in 1997. DVDs were a relatively new technology, with less than a thousand titles available at the time, but Hastings and Randolph believed it had potential to replace the VHS format. The company began operating in April 1998, offering 7-day rentals for about $6. Netflix, along with Magic Disc, DVD Express, and Reel.com, were the first few companies to rent DVDs by mail. Netflix differentiated itself by spending heavily in promotions. It created partnerships with companies selling the most vital complementary good, a DVD player. It offered free rentals with the purchase of DVD players from Toshiba and Pioneer and computers with DVD drives from HP and Apple. However, Netflix was in direct competition with Amazon.com in selling DVDs so they came to a compromise in December 1998: Netflix would stop selling DVDs in exchange for being heavily promoted on Amazons website[2]. Netflix began to partner with online movie information providers and promoted more features on its website to attract more customers. In September 1999, it began the Marquee Program, offering 4 DVDs rentals per month with no late fees or due dates for a monthly subscription fee[2]. In February 2000, it introduced CineMatch, a program that evaluates the rental patterns of customers, identifying which movies customers of similar tastes would enjoy[3]. Both programs were highly popular and soon Netflix did not rent out individual DVDs, relying fully on the Marquee Program. Continuing its aggressive marketing and networking campaign, Netflix signed a deal with major DVD produc- ers, such as Warner Home Video and Columbia Tri-Star. In exchange for cheaper prices on large quantities of DVDs, the movie studios received a portion of the rental receipts[2]. As the success of Netflix grabbed the attention of the media, competitors began to respond. In the summer of 2002, Blockbuster started its own unlimited rentals and no late fee subscription plan and bought out an online DVD rental company. Wal-Mart and Columbia House also tried to amass large volumes of DVD titles to compete with Netflix. However, Netflix already had a solid foothold in the market, fending off these major competitors. In re- sponse, it announced the opening of more distribution facilities. Five years after its debut, Netflix finally began to produce profits[2]. On January 16, 2007 Netflix issued a press release regarding a New Feature Will Be Included in Subscribers Monthly Membership at no Extra Charge. For every dollar a user pays for their subscription, they will be able to view one hour of streaming video from a selection of about 1,000 movies and TV series on their PCs. Netflix also announced that they plan to expand the technology to reach every Internet-connected screen, from cell phones to PCs to plasma screens[10]. 3 SWOT Analysis 3.1 Strengths Entry timing Netflix entered the market for DVD rentals at a time when there were few other competitors in the market, allowing them to establish their brand name and image for providing a unique service. They were the first to offer DVD rental by mail and this allowed them to offer a greater variety of DVDs to consumers as compared to their competitors at the time, as DVDs were relatively new to the market. Combined with its successful business model, Netflixs early entry has allowed it to maintain a high relative market share in the online DVD rental industry. Understands weaknesses of competitors: Customer Satisfaction From the start, Netflix understood what irritated many video rental store customers: late fees. Usually after renting and watching a movie from a store such as Blockbuster, the customer has to rush to return the movie on the subsequent day (before midnight) or pay a late fee comparable to the price of the rental. Although Blockbuster does get an estimated 18% of its total revenue from late fees, it leaves the customer annoyed, frustrated, and unsatisfied. On the other hand, Netflix lets the customer keep the DVD until the customer wants to see the next one in their queue, allowing the fredom to return the movie at ones convenience[1]. Networked connections with many partners and even potential competitors From the very beginning of its entry into the market, Netflix understood the importance of making partner- ships with the movie industry, the electronics industry, and retailers[1]. Netflixs name was spread widely through promotions with complementary products, such as DVD players and movie websites. When it saw Amazon.com as a competitor, it stopped selling DVDs to cease all tensions in exchange for being promoted on their website. Additionally, quality leadership has enabled Netflix to stay afloat despite the advent of powerful competitors like Wal-Mart. Not only was Reed Hastings able to fend off Wal-Marts attempt to bankrupt Netflix, he was able to convince Wal-Mart to encourage customers to switch to Netflix after the Wal-Mart service fell through[3]. By staying strong but cooperative, Netflix ended up profiting from many threats. Award-winning website Netflixs website boasts many features. Netflixs CineMatch implements an award-winning algorithm that can predict with surprisingly consistent accuracy what movies someone would prefer given their previous rental history, planned future rentals, and ratings of movies theyve seen in the past[4]. Furthermore, theyre constantly trying to improve the CineMatch program: Netflix is offering a prize of $1 million for a better algorithm[18]. Netflixs large subscription base has allowed a small type of network externality to take shape. More Netflix subscribers means more people rate movies, write reviews for movies, and recommend movies to one another. This also helps fine-tune the accuracy of the CineMatch program. Unique and very large selection of DVDs Netflix has the largest and most diverse collection of DVDs out of any competitor. They have more than 75,000 titles, including foreign films and independent films that are usually not carried by other distributors such as Blockbuster Video and Wal-Mart[7]. Foreign films such as those from Indias Bollywood are particularly successful at attracting customer attention[2]. This selection of movies taps into the underserved population of consumers who are solely with Netflix because the unique titles Netflix has to offer cannot be found for rent elsewhere in the United States. 3.2 Weaknesses Like most brick-and-mortar rental businesses, Netflix often has trouble providing enough copies of new, popular movies. As a result, a main cause of customer dissatisfaction is Netflixs inability to completely satisfy the initial rush for a new movie. However, the company knows it would be unprofitable in the long run to buy more copies just to serve the rush when a movie first becomes available, because the copies will not be rented with nearly as much frequency soon after the rush. Customers have caught on to the fact that Netflix only purchases a limited quantity of new releases right away, opting to wait a few weeks to buy the bulk of its supply at lower costs. While this might save Netflix money, it also has the tendency to drive away current and potential customers. Finally, Netflix does not have a direct connection to any movie studios so it must purchase its entire media through the consumer market[5]. One disadvantage of Netflixs rent-by-mail business model is that customers have to wait (often for several days) for the next movie on their queue to arrive in their mailbox. In many cases, by the time the subscriber receives the DVD, he or she may no longer be in the mood to see that particular movie. Likewise, a Netflix subscriber may feel like watching a movie on a night where all of the DVDs that are part of their plan are currently on route to or from a Netflix distribution center. In such a case, the customer will likely leave the home and rent a movie from a brick-and-mortar retailer, or perhaps order a movie from a service such as Pay-Per-View or iN DEMAND. 3.3 Opportunities Netflix is in a position to expand right now. Previously, sending movies to customers through the mail was a novelty in the rental industry. Now, delivering movies straight to computers of customers is likely to be the next revolution in how consumers view movies in their homes[6]. Luckily for Netflix, this service is only available as a per-viewing basis. Netflix can seize this opportunity if it is successful in efficiently providing streaming content to a customer on a time usage basis rather than a per-viewing basis. In addition, active management could possibly enable Netflix to absorb current providers of this service, such as Movielink, in a way similar to how it absorbed Wal-Marts DVD division. 3.4 Threats The clearest threat to Netflix is Blockbuster and other established rental businesses. Beyond this, customer satisfaction is the only aspect of this business that can make or break a company. If Netflix were to lose its wholesome, reliable image, it might not be able to retain enough of the market to survive. Also, companies like Apple can potentially harm Netflix if they are able to provide services through ones computer that can be easily ported to ones TV[6]. Netflix is less suited to compete with hardware innovations such as Apple TV because it has little to no experience in this area, though such innovations may eventually be complementary rather than competitive. Moreover, there is always the threat of entry by another firm, especially into the VOD industry, a closely related industry, which Netflix is about to enter. 4 Six Forces Analysis of the Video on Demand Industry By offering streaming movies through its website, Netflix is entering the Video on Demand (VOD) industry. This industry, along with DVD rentals (both from online providers such as Netflix, and cable services such as On Demand and Pay-Per-View), is part of the larger industry of watching movies in the home. However, since Netflix is already positioned in this market, with its online DVD rentals, we will examine the smaller portion of the market that is streaming online movies. This business is too closely related to the movie downloading service to be considered as a separate market. 4.1 Entry The Video on Demand industry requires a significant level of capital, so potential entrants face the large sunk costs of acquiring licenses to the movies they want to provide. Moreover, it is too expensive for a firm considering this market to merely test the waters. An established video rental retailer already has experience in marketing movies to people, giving them an experience advantage over potential entrants. Netflix, for example, invested over $40 million to launch its Watch Now streaming video service, shocking many shareholders[6]. These shareholders reactions only highlight the risk involved with such sunk costs. Netflixs Watch Now feature will be fully integrated with its normal online DVD rental website. A firm without the technological advantage of a website with movie-recommendation algorithms like Netflixs CineMatch program is at a significant disadvantage. Moreover, Netflixs website alreay has reams of user reviews and input, that a new firm would be unable to match for years. The technology to offer high-quality downloads is also a barrier to entry, but this barrier is small because such technology is available for licensing from third parties. In this market, product differentiation takes the form of varying quality in the downloaded movies, yet it should be noted that all firms will at least have to offer quality that is very close to DVD quality in order to ensure that discerning customers continue to use their service. Besides quality, differentiation exists in the type of service offered by a company: streaming movies, permanent downloads, or limited time downloads. In sum, this is an industry where entry is difficult for all but the most experienced firms with already established online movie rental/sale experience. These firms are more likely to thrive in this market due to their experience, reputation, and recognizable brand names. 4.2 Rivalry The movie download industry, like the online DVD industry, is not very concentrated[20], and so the few market leaders that share the market may engage in rivalrous price competition. A key example of this is Netflixs and Blockbusters recent price war[8], which lasted until both resolved to settle on a higher price through tacit collusion. A variety of services are being offered in the online movie industry. Amazon Unbox sells movies that one can download and keep on ones harddrive for one to two days[9]. Netflixs Watch Now feature ties in its streaming movie service with its online DVD rental service. Current Netflix customers will get this service for free, which will cost significantly less than Amazon Unbox. Because the product is not easy to differentiate, the competition focuses more on the services provided with the product than the price. An existing variety of movies is essential in this market because consumers will frown upon not finding a movie they want to see. The entry barriers mentioned in the previous section will prevent small and undifferentiated firms from entering the market, practically ensuring that the prices will not be competitive. With a low concentration of firms and emerging differentiation, this industry will not likely be especially rivalrous. 4.3 Supplier Power Netflix and its competitors buy their movies from the movie studios that create the films. The major studios have marginal supplier power in the online movie download market because they are the exclusive source of big name movies that customers desire. These highly popular movies have practically no substitutes in the rental market. However, buyer concentration in this new market is relatively high[20], so suppliers tend to want to sell their product to all of the companies in the market to maximize their revenue. This reduces competition for supply and therefore prevents supplier power from being very high. In this particular market, studios may be concerned with cannibalizing their own product[6]. By making inexpensive movie downloading available to customers, they may lose sales on the more profitable hard case DVD sales. Therefore, large studios may be more willing to withhold licensing agreements to movie download providers such as Netflix, thus strengthening their own supplier power. Overall, the suppliers to this market have only enough power to slightly control prices, but not enough power to influence the evolution of the market as a whole because they must sell their product to survive. 4.4 Substitutes The main substitutes to streaming movies are brick-and-mortar rental stores, online rentals, pay per view TV and theatres. Brick-and-mortar rental stores provide the same service with possibly a better selection of movies as compared to movies available for download by Netflix, but they do not provide the instant gratification of downloading or streaming them whenever a customer desires[3]. Furthermore, the streaming movies service provided by Netflix is more cost effective than these other substitutes because Netflix plans to allot its users a total amount of stream time. For instance, if a customer decides after 20 minutes of watching a movie that he does not want to watch it anymore, switching to another movie incurs no extra cost. Substitutes such as buying per download or traditional renting do not offer this convenience. For this reason, these are weak substitutes to streaming videos. 4.5 Buyer Power Buyer power is very low in this market because one customers decision to buy the service or not will not affect the overall market at all. Similarly, one customers dissatisfaction will not influence a significant amount of other customers. The source of dissatisfaction would have to be concerning an inferior product or service to incite such a widespread response. Clearly, this is not something an independent customer can control. There are substitutes for movie rentals, but these are weak substitutes. Buyers can rent movies from local brick-and-mortar businesses, but this is not nearly as convenient as the instant-gratification downloading of movies. In a broader aspect, a customer always has the option to not spend their free time watching movies, no matter what the source, so the price of rental services cannot climb much higher than they currently are. Overall, individual customers do not hold bargaining power over the price of products in this market; however, the prices themsel ves are regulated by the substitutes and preferences of customers as a whole. 4.6 Complements Technology is the main complement to streaming videos offered by Netflix. The basic complement required is high bandwidth. According to Netflix, a consistent bandwidth of 3 megabits per second is required[10] to watch streaming videos online at DVD quality. This bandwidth is already present in over 47% of US households, which means over 50 million households have broadband service available[14]. Because the required infrastructure is already well developed, Netflix has access to a large customer base. This figure is projected to grow to 55% by the end of 2007, making it a dependable complement. Apart from bandwidth, another possible complement is a product similar to AppleTV that allows users to watch streaming videos directly on their big-screen televisions[15]. Currently, users with S-Video capability can connect their desktops to their televisions but this does not provide the simple and elegant solution the average Netflix customer is looking for. With easy methods to view stream ing videos on the television, physical media (CDs, DVDs, etc.) would be much less functional in the movie rental industry. 5 Netflixs Entry into the VOD Industry via Streaming Movies In our analysis below we will examine Netflixs current business model to find that their business can suc- cessfully incorporate such VOD offering. Netflixs choice of providing streaming content as opposed to downloadable movies allows it to differentiate its service from others in the market, thus aiding Netflix in its strategic positioning. There are both advantages and disadvantages in tying in this new service with Netflixs current subscription plans as opposed to offering the services separately, but the two can complement one another at this early stage in Netflixs entry. These proposed strategies will place Netflix in a strong position in the newly developing market of VOD, and can act as a bridge to allow Netflix to leave the DVD rental industry as physical media becomes obsolete. 5.1 Business Definition The question arises, however, as to how streaming videos and DVD rentals can both fit within Netflixs business definition. There exist scale economies associated with the offering or bundling both of the services, as Netflixs good relations with the movie studios will help enable it to negotiate better prices for its streaming movies. Much of Netflixs existing infrastructure, including its award-winning website cited to be one of Netflixs keys to success, will also apply to streaming movies. The same page that allows one to add a movie to their queue will have a Watch Now button allowing the user to begin streaming the movie immediately. Moreover, a substantial proportion of customers who rent movies online will be open to watching streaming movies, as both are ways of watching movies at home. Streaming videos may be used as a way to sift through movies they are considering to watch on DVD. Since these two somewhat different services have a similar consumer base and share benefits in cost structure, they can both be successfully integrated into the same business model. On the downside, however, it should be noted that many of the elements that allowed Netflix to succeed in renting out DVDs via mail, will not carry over to the digital distribution market. For example, superior logistics in mailing out DVDs and processing receieved DVDs will not aid Netflix in addressing bandwidth problems. The business model will have to undergo some changes if Netflix decides to offer a stand-alone streaming plan in the future (see Tying-in DVD Rentals and Streaming Movies below). 5.2 Netflixs Choice of Streaming Video over Movie Downloads The Online Video on Demand industry has consisted of services such as Amazon Unbox and Movielink which allow users to download a movie for a fixed cost of about $3 and have 24 to 48 hours to view it. Recently, Starz launched Vongo, which allows users to download and watch movies for an unlimited amount per month, but are only allowed to choose from a catalog that is mostly representative of movies currently airing on one or more of Starzs cable television channels[11]. Therefore, Netflixs immediate entry into the VOD market will mark the arrival of one of the first monthly payment-based content providers that will allow viewers to watch their movies via streaming video files, similar to the format that has been popularized on websites such as YouTube and Google Video with higher quality. Perhaps the greatest advantage to streaming video is that it offers an even greater instant gratification incentive than downloadable VOD movies, as one can get the former up and running within a couple minutes with a modest connection speed, whereas a full movie download will often take about a half hour or more. A disadvantage of Netflixs business model has been the waiting times associated with the turn-around between DVDs. Netflixs competitors have been quick to make use of their infrastructure to exploit this disadvantage. Blockbuster frequently gives monthly in-store movie rental benefits to its online subscribers such as a speedier gratification bonus, where the customer can drive to the store and rent a DVD for free to watch for the night while the DVDs previously requested online are still in transit[12]. Now, Netflix can take the lead again in offering the fastest way to watch a movie in ones home. 5.3 One Subscription: Tying-in DVD Rentals and Streaming Movies Netflixs Watch Now will be available at no additional cost to all subscribes within the first half of 2007; there is no plan offering only the streaming download service without DVD rentals. The bundling of these two services is a necessary component of Netflixs strategy. By doing so, Netflix will differentiate its service from the services offered by its competitors and use these complementary goods to reinforce one another (as mentioned above in Business Definition). Netflix simply needs to consider this new bundled feature as just another method of delivering their product. Movie studios who supply films to Netflix are afraid that this Watch Now feature will contribute to cannibalization of their own DVD sales market. They are also concerned with the potential piracy of streaming and downloaded videos[6]. Due to the studios unusual supplier power in this particular matter, the catalog of movies that can be streamed with Netflix is much smaller than the size of their total DVD catalog. If Netflix offered a separate streaming plan, it would have a library of only about 1,000 films and television series to offer to its subscribers, making it difficult to satisfy a wide range of consumers. Variety of selection has always been one of Netflixs keys to success, so spinning off a half-hearted stand alone service could potentially harm its brand name. Tying the two services together allows consumers to see that Netflix is expanding its features since it offers it at no increase in price. It is providing existing subscribers a greater value and giving potential subscribers more incentive to try Netflixs services. By offering the new product as a tie-in, consumers are presented with a unique service that they can only get from Netflix. Consumers are given the opportunity to see a movie precisely when they want to, but can still order a DVD they feel like watching later. This gives consumers the opportunity to see more movies for a relatively lower cost than using only rental services or only temporary download services. The threat of price competition is reduced because the bundle of services makes Netflix appear to be less of a direct threat to download-only VOD services. The only firms able to replicate Netflixs bundling structure are those with an established DVD rental infrastructure. However, Blockbuster is such a firm capable of imitating Netflixs bundling model, especially as it has recently entered negotiations to acquire Movielink, a movie downloading service that offers both downloadable purchases and temporary downloads[13][20]. Blockbusters interest in Movielink suggests that it will more specifically attempt to integrate movie download rentals and sales into its online subscription plans[13], as opposed to streaming content. Should Blockbuster acquire Movielink, it will be able to offer a similar subscription plan to that being offered by Netflix. This apparently small difference reduces the threat of price competition because it will present consumers with a dilemma of preference, rather than an obvious choice of choosing the cheaper of two seemingly identical services. At this early stage in Netflixs attempts in the VOD industry, it is important that Netflix ties in its VOD offerings with its existing, time-tested DVD rental service. This ensures Netflix offers a unique and differen- tiated good, while not risking Netflixs brand name due to the lack of selection in the movies being offered, potential problems that may arise due to Netflixs lack of experience in the industry, and the relatively new and untested technologies being put to use to offer these services. 5.4 Positioning for the Future Over time, Netflixs bundling of DVD rentals with streaming movies will enable them to work out any kinks they have with their ability to distribute movies digitally, while continuing to build a large customer base of subscribers. Traditionally, Netflix has relied on a combination of word-of-mouth suggestions from their existing subscribers and an aggressive marketing campaign[1]. Should they continue to market their services effectively, their subscriber base will grow steadily, and Netflix will be able to collect more personalized user data and become even more proficient at being able to personalize [their] library to each subscriber by leveraging [their] database of user preferences[17]. Netflixs compilation of this data and their subsequent understanding of their customer base will serve a vital part in aiding their positioning in the coming future. However, the future of the DVD rental industry is very unclear as newer forms of media are developed. There are several factors that could hurt the industry that Netflix and other DVD rental outlets have been paying attention to. It is predicted that DVD and its successor formats (Blu-Ray and HD-DVD) will be more prevalent than digitally distributed movies in the short term[6][19]. Yet as complementary technologies grow that will allow for streaming of high definition movies directly to HDTV, VOD will continue to gain popularity and will eventually unseat DVD and other physical forms of media as the dominant format for watching rented movies at home[17]. Technology, however, is not the only barrier to the inevitable prevalence of VOD. As previously mentioned, the studios are wary of allowing the legal digital distribution of films to take place on a major scale, as they rely on DVD sales for a large portion of their revenues. Moreover, if the studios start reducing the window of time in which a movie is exclusively available on DVD after its major theatrical run or allow movies to be distributed in the home in other formats before they can be distributed on DVD, Netflix and other DVD rental firms will be adversely affected[17]. They will no longer have a significant advantage in allowing consumers to view new releases first through their services and more substitutes emerge for viewing those new releases (Pay-Per View, iN DEMAND, etc.). The fate of the DVD rental industry largely depends on factors outside of the hands of Netflix and its competitors. In order to prepare for the demise of the DVD industry, Netflix must make its streaming services available under a separate subscription plan of its own. This point will likely come at a time when the penetration of technology allowing for viewing streaming content on high-end TVs is substantially high. The technology already exists in some ways; the Apple TV is used to wirelessly connect to ones computer and retrieve movies downloaded from the iTunes store onto the computer, then play those movies on ones television[16]. However, it will be some time before this expensive technology is adopted by the mainstream population to such an extent that the digital distribution of movies onto those TVs will return large profits. It is also at this time that Netflixs experience with streaming under the previous tie-in structure will aid it in completely changing its business model toward eventually becoming a digital distributor of filmed entertainment as opposed to a DVD rental outlet. The o ne important factor it will maintain from its rent-DVDs-by-mail days will be the aforementioned personalized library available to its subscriber. Netflix will continue to benefit from the advantages associated with its superior understanding of its customer base through their databases, which they have acquired over the years and will continue to develop. Clearly, Netflixs competitors will be trying to do the same. As mentioned before, Blockbusters acquisition of Movielink only serves to signal that it is also pursuing a similar strategy in trying to survive beyond the death of physical media[20]. Yet, Netflix has historically been more adept at understanding its consumers and delivering easier to use cont

Terry Tempest Williams Refuge :: Terry Williams Refuge Memoir Essays

Terry Tempest Williams' Refuge Everything known to man is held in some sort of balance. It is a delicate balance, one which swings rhythmically to the ebb and flow of this world. Many have studied it but it has proven too complex, too broad to understand everything that is at work. That is why it must be preserved. One such movement has recently begun which looks exclusively to preserve this balance, ecofeminism. Terry Tempest Williams is just that, an ecofeminist. In her memoir Refuge ¸ Williams attempts to examine the ecological and social worlds that balance on this pendulum. Refuge brings together a range of topics and ideas with her own mix of environmental, social, and cultural problems to present the reader with a clearly laid out stance for ecofeminism. There is an ecofeminist stance in Refuge because she believes women have a bond with nature that men do not, land has its own life, and all things were created equally. The roots of ecofeminism are credited to a rising interest in both the environment and women’s rights. These topics became hotly debated after the Victorian era but many scholars say â€Å"ecofeminism is a new term for an ancient wisdom† (Diamond & Orenstein). Ecofeminism combines ecological and feminist rights to generate a very virtuous cause. It aims to change human’s relationships with each other and also with the environment, but it of course encompasses much more than that. Ecofeminism can best be defined as an attempt to show that all life is interconnected (Baker). That humans and nature share a common bond and that bond is what each depends upon to ensure the other survives. There is a definite stance by Williams to assert that women are more connected with nature than men in Refuge. This is clear because Williams identifies each sex with different components of life. Men are matched with culture while women are connected to nature (Kircher). This is clear when Williams says, We spoke of rage. Of women and landscape. How our bodies and the body of the earth have been mined. ‘It has everything to do with intimacy,’ I said, ‘Men define intimacy through their bodies. It is physical. They define intimacy with the land in the same way.’ (10) This quotation shows that women understand the earth while men simply try to dominate and overcome nature. It is male doctors who diagnose and treat Diane.

Karl Marx :: Essays Papers

Karl Marx Are you a communist? No, a citizen of the United States of America can’t be a communist. But Karl Marx was a communist, or at least he founded some of the main principles of communism, and Karl Marx firmly believed in some of the things that make this country what it is, like equality. But, Karl Marx was still a great political philosopher of his time, and a humanitarian. To really understand the principles of Marx’s teachings one would have to study him, or at least read an essay that describes Marx’s life. There are three key elements to understanding Marx they are his childhood and education, the people that had the greatest influence on him, and his writings. At 2:00 A.M. of May 5, 1818, the life of the greatest political philosopher began. He was born in the Rhine province of Prussia, and was born to Henriette and Hirschel Marx (Payne 17). Hirschel Marx was a rich lawyer, and he was also a Jew (World Book Encyclopedia 236M). On August 26, 1824 Karl and his whole family were baptized, so his family turned away from its traditional Jewish teachings to Protestant Christianity (Payne 21). At the age of twelve Karl entered the Friedrich Wilhiem Gymnasium. He stayed there for five years excelling in foreign languages, but not really caring about mathematics and history (Payne 23). Karl’s father decided that Karl would attend the University of Bonn to study law (World Book Encyclopedia 236M). Karl became an active member of â€Å"poetry clubs,† while studying at the University. The poetry clubs of Marx’s time was more of a revolutionary club than anything. The club members would sit around and practice the art of revolution (Payne 43). Marx only stayed at the University of Bonn for two semesters. Karl then went on to attend the University of Berlin where he grew more distant from his father (Payne 52). Marx’s father died on May 10, 1838 at the age of fifty-six. Marx didn’t attend his father’s funeral, because the trip was too far, and he was to busy (Payne 55). Marx spent a total of five years at the University of Berlin. People can be the greatest influence on a person’s life. One of the greatest influence on a person is the spouse.

Quest for Self-Identity in Margaret Atwood’s Surfacing and The Bell Jar

As the post-colonial criticism developed, the theorists have agreed upon the fact that the role of feminism in the post-colonial practice is crucial. Moreover, these two theories clearly have the same goals. On the one hand, the main objective of both of them is to disclose the traditional power structures, both patriarchal and imperial. On the other hand, both feminism and post-colonial criticism aim to show the way the writers challenge the respective forms of authority. The main concerns of the post-colonial criticism are the formation of canon, the phases through which imperialism and decolonization have gone, as well as how these processes are expressed in literature. What is more, the criticism is also concerned with the ways of resistance within literary pieces, such as rewritings of traditional concepts and creating voices that stand in opposition. All these issues become the matrix and concern of feminist criticism. Not the least, crucial to feminism is also pointing at the notion of diversity. For many women, the process of writing is an expression of themselves, it allows them to â€Å"throw off their chains† and to struggle for more autonomy. The twentieth century has given rise to women’s efforts to fight for their rights in the Western world. In the forties, they were relatively emancipated, since they perceived the encouragements to enter the workplace. There, they could enjoy a relative independence and they felt responsible. They proved that they can be â€Å"effectual workers†, but when the World War II was over, they had to face new requirements: they had to give up the jobs to the males coming back from the war (â€Å"Feminism†). They were and felt misplaced, everyone expected them to take care of their homeplace instead. ... ..., Eadaoin. â€Å"Colonialism in Margaret Atwood’s Surfacing.† 12 Apr. 2003. Aspenlieder, Erin. â€Å"Tips for Surviving ‘Atwood’: Confronting the Complexities of the Wilderness Celebrity.† Margaret Atwood Studies. 3.1 (Sept. 2009): 3-11. Benson, E., and L.W. Conolly, â€Å"Routledge Encyclopedia of Post-Colonial Literatures in English. London: Routledge, 1994. Cheadle, Richard. â€Å"On: Margaret Atwood’s Surfacing.† 2006. 3 June 2010 Parker, Ema. â€Å"You Are What You Eat: The Politics of Eating in the Novels of Margaret† . Atwood.† Twentieth Century Literature. June 10, 2010. Perloff, Marjori (Autumn 1972). â€Å"A Ritual for Being Born Twice": Sylvia Plath's The Bell Jar". Contemporary Literature (University of Wisconsin Press), March 13, 2012. Wagner-Martin, Linda (1988). Sylvia Plath, the Critical Heritage. New York: Routledge, May 21, 2001.

Thirty Days as a Cuban Article Review

â€Å"THIRTY DAYS AS A CUBAN† Article Review Based on Patrick Symmes' article â€Å"Thirty Days as a Cuban†, it seems as though the degree of ECONOMIC INEQUALITY (the extent of the economic difference between the rich and the poor) in Cuba is relatively low. While many people still make more than others, the vast majority of Cubans are significantly poor and suffer from starvation from day to day. Symmes' account of the average life of a Cuban was interesting because I don't believe many people are aware of the suffrage going on in this country. I, for one, am a prime example of this.I had no idea that such a state existed in Cuba. The ration system and dictatorship of the country contribute immensely to the degree of poverty. And in turn, poverty results in what we would label as DEVIANCE and CRIME (behavior that violates norms and arouses negative social & behavior that violates written laws, respectively). These people literally have no choice but to result to crime in order to survive. The communistic ways and schemes of the government do not really enable moral and ethical ways of making even a mere comfortable living.This suggests an inevitably low chance of VERTICAL MOBILITY (the movement up or down a through a society's stratification system) in the sense that while the Cuban government might like to think or tell people that movement up the vertical scale is possible, it really is not. Another point I found interesting is that the Cubans seem to be pretty CLASS CONSCIOUS (aware of their social class membership, the structural reasons for it, and the needs arising from such membership). They are 100% aware of where they stand in the social ladder, but there is virtually little they can do about it.They are aware of what the government is doing– giving them just enough to â€Å"get by†, but, in reality, is not enough to survive. â€Å"†¦ The problem in Cuba isn't food, or clothes. It's the total lack of civil liberty, an d therefore of economic liberty, which is why you have to have the libreta in the first place. † This quote validates my point exactly. The Cubans are very aware of their suppression, but in contrast to Karl Marx's theory that the oppressed would inevitably revolt if they had class consciousness, the Cubans cannot because of the dictatorship existing in their country.

Nazism vs. Fascism Essay

R.Q.: To what extent were the German and Italian regimes under Hitler and Mussolini Totalitarian? i. Why? With this research I want to discover whether Hitler and Mussolini transformed Germany and Italy, respectively into Totalitarian regimes. In my discretion this played a major role when looking at traditions, respectability of countries and reputations of countries. Such â€Å"emotions† can also trigger wars, as we so in WWII. Initially, I feel that Dictatorships having absolute power over a country can cause many inconveniences for the citizens of it. Hence, I want to understand their motives and ambitions. Also, I figure that this is a very important time period in which milestones and new dimensions have been opened. Thirdly, I decided on this topic because I am a German citizen, who is naturally interested in the background and history of ones father country. ii. What? I am going to use a series of books written in different time periods by different writers from different countries. This shows a certain scope of viewpoints, which makes the answer to this question more objective. I am also going to use the Internet as one research option of my internal assessment. iii. I planned my essay. This can be seen in the appendix, 1) Essay Plan. This plan shows how I am going to attempt to accomplish my Task i. Define Nazism a. Nazism is the body of political and economic doctrines held and put into effect by the National Socialist German Workers’ Party in the Third Reich including the totalitarian principle of government, state control of all industries, predominance of groups assumed to be racially superior, and supremacy of the Fà ¯Ã‚ ¿Ã‚ ½hrer1. ii. Define Fascism a. Fascism is a political philosophy, movement, or regime (as that of the Fascisti) that exalts nation and often race above the individual and that stands for a centralized autocratic government headed by a dictatorial leader, severe economic and social regimentation, and forcible suppression of opposition2. iii. Define Totalitarian a. Totalitarian is defined as of or relating to centralized control by an autocratic leader or hierarchy. Of or relating to a political regime based on subordination of the individual to the state and strict control of all aspects of the life and productive capacity of the nation especially by coercive measures (as censorship and terrorism)3 iv. All these definitions above are essential in order to understand how totalitarianism is initially linked with Nazism and Fascism. These terms, Nazism Fascism and Totalitarianism have all got the subordination of the individual to the state and the control of mind etc. of the individual in common. The difference between them, however is that Totalitarian is purely a term describing a situation, a current state of something. Nazism and Fascism on the other hand, describe an ideology that developed over centuries and eventually ruled a country. When we are looking at these definitions, we discover, that both ideologies have a feature of totalitarianism innate. Therefore, initially we would say that they the states, Germany and Italy, both are totalitarian because the autocracy by which they are ruled is totalitarian. This must mean that the people believe in it because they elected this system of government, and hence the system must be totalitarian. This, however, is debatable. In the ongoing lines I will question the above statement by looking closer at the two ideologies and how they became elected. i. Discrimination of Minorities a. Germany i. Minorities, such as Jews, Blacks, Gypsies and women were discriminated widely. Anything not of Aryan derivation, was inferior. Women, for example, were expected to behave just like â€Å"K,K,K†-meaning Kinder, Kirche, Kà ¯Ã‚ ¿Ã‚ ½che. Translated, Children, Church, Kitchen. In other words, they were expected to have as many children as possible to expand the Aryan race, support the religion and cook well. Jews, of course, were treated the worst, i.e.: concentration camps. b. Italy i. Fascist Policy towards women was condescending. Women were not put equal to men. It was also anti-urban and anti-consumerist. There was birth control and additional taxes on unmarried. This, in a way, was similar to Nazi Germany, where there were incentives to bear as many children as possible. It aimed to promote the ‘superior’ race. Fascist policy was at the beginning not racially concerned. However, when relations with Germany improved, Mussolini adopted some anti-foreign steps. This aimed to give the people a feeling of superiority over other nations and should promote the will to fight for the cause of the nation. Employment conditions for female workers were restricted. They were excluded from several workplaces. ii. Church a. Germany i. Germany was almost entirely a Christian country. Hitler realised this and did not underestimate the power the church, as a single institution, could have on the peoples’ minds’. Therefore, he knew it would not be wise to attack the church during his campaigns. Hence, he made an agreement with the church, the Concordat, which granted the church religious freedom. This, however was only superficially. In reality, any member of the church speaking bad about Hitler or his party, NSDAP, was prosecuted or sent to a concentration camp. Even Church schools were influenced by Hitler; the bible was replaced by â€Å"Mein Kampf† and the cross by the swastika. b. Italy i. In Italy the church played a more important role than in Germany because of the Pope and the Vatican being situated in Italy. Hence, Mussolini tried, after 1922 when coming to power, to include the church as much as possible in the fascist state in order to stabilise and ensure power for his party, PNF. Catholicism was also seen as a possible threat to the emerging fascist state. Hence, a concordat was attempted to improve church-state relations. Catholicism was considered the religion of most Italians, which was so deeply rooted in Italian life that could directly endanger the position of the fascist might. iii. Education a. Germany i. Education in Germany was largely controlled by the Nazis. The main subjects were history, biology and physical education. All of course indoctrinated and altered to shine a good light on the Nazi party and its style of rule. Special schools were build for the â€Å"most talented†. This meant that from a very young age onwards, children in Germany were focused on the Nazi ideology, similar to the Youths, which I will talk about in the next paragraph. b. Italy i. Education was focused on Fascist ideas and ideology. Children were educated in physical education and military training. These are just examples to illustrate what Mussolini wanted to achieve. iv. Youths a. Germany i. Various youths’ existed in Nazi Germany, all aiming to control the mind of German children. Hitler once described his views concerning the purpose of youths:† When an opponent declares, ‘I will not come your side’, I calmly say: ‘Your child belongs to us already†¦In a short time, they will know nothing else but this community.† These programs existed for boys and girls. Boys camps were more physical, preparing for war. Girls’ camps were aiming to make them strong to bear many healthy children. b. Italy i. From 1929 onwards, Mussolini focused more intensely on the control of children in his regime. He wanted to control them by education, which he stated as a right of the leading body in a totalitarian state. The Ministry of Public Instructions was changed to the Ministry of National education (ONB) in 1929. This new organisation provided pre-military training, drill and gym. All measures to convey a more aggressive and disciplined way of live. This program was even integrated into the school curriculum. Recruitment was thus made very easy and numerous. The Fascists wanted to create an Italy were there were young courageous men willing to fight for the cause of the nation. Their motto was: â€Å"Believe, Obey, Fight†. This displays exactly what Mussolini was after. Especially during the great depression, Mussolini tried to give his people a cause to believe in. He created groups or fixed mass meeting so that the people would experience a way of unity. v. Propaganda a. Germany i. Minister of Propaganda in Nazi Germany was Goebbels. He was an able man, with enormous aims. Not only wanted he the people to accept the regime. He wanted them to capitulate to them, grasping the ideology. He, for the first time in history, effectively made use of the radio and press. He seized control over both. By 1932 less then 25% of the population owned a radio. Hence, he made provisions for producing cheap sets of wireless radios. He called it the ‘Volksempfà ¯Ã‚ ¿Ã‚ ½nger’, translated, ‘nation-receptionist’. The press seemed harder to control. The Nazi publisher-‘Eher Verlag’-bought many of the 4,700 existing newspapers. Goebbels held a daily press conference and eventually, the Editors Law, made the seizure of the press complete. Via the radio, the Aryan race was emphasized. Jewish music was not played. People were constantly bombed with Nazi propaganda, their ideology. b. Italy i. Mussolini wanted to create an image of the ‘new’ Italian. This image should be aggressive and patriotic. He also used heroic figurers from the wars to illustrate the alleged superiority of the Italian nation. vi. Police State a. Germany i. The party seemed to be well organized and structured. Hitler himself, however, rejected any document work. Now the question appears, how it was so sufficient? The answer is that a powerful force was acting behind the scenes. This force was the ‘army’. It consisted of the SS, short for â€Å"Schutz-Staffel†, the SA, short for â€Å"Sturm-Abteilung†, the Gestapo, known for its brutality and later the SD, â€Å"Sicherheitsdienst†, the party internal police force. All these acted in order to maintain or restore order. The SS was once created to be Hitler’s personal bodyguard. It evolved to be a unit with incredible power over, economic, political and social matters. It turned out to be an extremely useful tool for Hitler. b. Italy i. The military was also guaranteed a supreme status in Italy. However, the German army had become a political power whereas the Italian had not. After the death of Hindenburg, Hitler was able to benefit from an exclusive oath. Mussolini never had such an opportunity under the still existing Monarchy. The Italian Military acted with divided loyalties. The Italian army did not face any threats form party-army-type organizations, as opposed to the German SS and SA. vii. Power of the Leader a. Germany/Italy i. Both, ‘der Fà ¯Ã‚ ¿Ã‚ ½hrer’ and ‘il duce’, were charismatic and ambitious men. They had a set aim which they wanted to achieve no matter what the cost was. They managed to elate masses so that they would virtually believe anything they said. These are, among others, characteristics a strong Leader must have in order to be successful. Hitler was not only appointed chancellor but became President after Hindenburg’s death. He also appointed himself Chief-Commander of all armed forces. This gave him the mere control over many bodies. i. Weigh factors against each other a. Germany vs. Italy ii. Conclusion a. When looking back at my research and all the information I collected during it, I think it is fair to say that both ideologies and those implementing it, transformed the respective countries to a large extent into totalitarian regimes. Although, I would say that this phenomena did not occur in the conventional way. By definition, a totalitarian regime controls every aspect of life. When looking at the moment they came to power and the day they left, a great difference in many senses can be seen. Especially, when looking at how they controlled the peoples’ minds’. Propaganda, Force, Speeches, youths and discrimination are all factors, which increased their influence. This integrated so quickly into the respective countries roots, so that it was inevitable that people would eventually believe what they heard. They would also obey by it because they the how brutal their measures could be. Power conveyed and achieved by force was one feature in these regimes. The other means was propaganda. New technology, new innovations enabled them to convey their messages and slogans whenever they wanted. They could also reach every member of their â€Å"community†. They not only controlled adults. One of their ideas was to transform the young so that their ideology would be carried further with the next generation. 1 http://www.m-w.com/cgi-bin/dictionary?book=Dictionary&va=Nazism 2 http://www.m-w.com/cgi-bin/dictionary?book=Dictionary&va=fascism 3 http://www.m-w.com/cgi-bin/dictionary?book=Dictionary&va=totalitarian