How Bathsheba Everdene Has Changed in the Novel Far From The Madding Cr

How Bathsheba Everdene Has Changed in the Novel Far From The Madding Crowd "Bathsheba Everdene is a changed woman by the end of this novel". By referring closely to events in the text, show to what extent you agree with this statement. In this essay I am going to be deciding to what extent that I think Bathsheba Everdene has changed in the novel 'Far From The Madding Crowd'. I will compare the two sides and reach my conclusion. I think that in the novel, in some ways Bathsheba has changed. When we first meet Bathsheba she is going to live with her aunt, and is probably dependant upon her. Then, Bathsheba inherits a farm and money. This occurrence would give Bathsheba more independence and freedom, so in that way she has changed from the start of the novel. When Bathsheba's sheep get into a field of clover, the only person who can help her is Gabriel Oak. At first Bathsheba refuses to ask Gabriel for help as they have had a row but then she does. Gabriel replies "beggars mustn't be choosers". We know that Bathsheba is a very proud, independent woman and doesn't like to ask for help, but here she swallows her pride and sends a note reading, "Do not desert me Gabriel". This must have been quite a hard thing for a stubborn person to do, and I think that earlier on in the book, Bathsheba wouldn't have been able to do such a thing. This therefore shows that Bathsheba is now more grown up and able to see the bigger picture of life. At the start of the novel, Bathsheba is very young and innocent. When Gabriel Oak proposes to Bathsheba the first time, Bathsheba says "I shouldn't mind being a bride at a wedding, if I could be one without having a husband" However, at both times when Bathsheba is mar... ...ne because she is jealous that he doesn't look at her at the fair, she wants what she can't have, so when he proposes to her, she doesn't know how to let him down gently. But the second time she isn't straightforward because she doesn't want to hurt his feelings. So although she is indecisive, she does seem to develop feelings for Farmer Boldwood, as she doesn't want to hurt him in the end. After reading this novel I have decided that Bathsheba is a changed woman to some degree, but underneath she is still the same stubborn, vain girl. I think the changes that have occurred are due to her growing up and becoming a woman and I think that she has learned from her mistakes and from the experiences she has dealt with. I think any changes that have happened to Bathsheba have happened for the better as she is noticing her faults and is better because of it.

Tim Hortons

PROFILE: CANADIAN MARKETING EXCELLENCE It began as a one-store shop in Hamilton in 1964 founded by legendary hockey player Tim Horton. By 1967, there were three Tim Hortons stores open for business under the first successful franchisee, Ron Joyce (who currently serves as chairman emeritus of the TDL Group). Since then, Tim Hortons has grown to 2527 stores (2343 in Canada, 184 in the United States) and over US$800 million in revenue. With a 13-year cumulative average growth in sales of 7. 1 percent in Canada and 17. 5 percent in the United States, Tim Hortons is one very successful coffee and doughnut shop.How this local operation turned into an international franchise company and a major Canadian cultural icon, with a rapidly expanding U. S. presence, has everything to do with a very well-planned and carefully executed marketing strategy. Tim Hortons’ core strategy is the reason for its success. On its most basic level, the Tim Hortons’ marketing team has created a bran d that represents an idealized image of the Canadian national character: friendly, neighbourly, unpretentious, gently playful, frugal, trustworthy, and clean. The company measures everything it does against this list of brand values. In everything we do, we’ve always focused on the concept of being that friendly, unpretentious, good neighbour you’d want living down the block from you,† says Cathy Whelan Molloy, TDL’s vice-president of brand advertising and merchandising. It also uses extensive customer and franchisee surveys, and other consumer research, to make sure its products, service, and communications fit the ideals. Furthermore, the organization has shown unwavering commitment to this vision and strategy for over 30 years. Tim Hortons has executed this core strategy through many years of innovative marketing campaigns.It was one of the first Canadian organizations to tap into the benefits of sports marketing. Its first stores were painted blue and white to capitalize on the fame of Tim Horton himself—a Toronto Maple Leafs legend. It has developed a major presence in local communities with the creation of the nonprofit Tim Hortons Children’s Foundation. The foundation sponsors an estimated 33 000 children in Timbit hockey leagues annually and operates five camps at which underprivileged Canadian and American children enjoy ten summer days and five winter days of activities. Developing MarketingStrategies and Plans 2 CHAPTER 2All of the company’s campaigns are designed to communicate a positive and believable truth about the Canadians who go to Tim Hortons. Effectively, â€Å"Tim Hortons dares to hold a mirror up to Canadians and challenges them to like what they see,† says Philippe Garneau, a partner at Toronto’s Garneau Wurstlin Philp Brand Engineering. For example, in 2002, the company ran a television ad campaign called â€Å"True Stories. † These were a series of vignettes based on hundreds of suggestions the company receives from its customers every year.The campaign featured Canadian sailors and students abroad trying to get their fix of Tim Hortons coffee. In 1976, Tim Hortons changed the face of doughnut consumption forever with the introduction of Timbits. It has been able to use this product in the company’s marketing strategy to continue to build the playful, friendly nature of the brand. Of course, no discussion of Tim Hortons would be complete without one of the most successful annual promotional tools in Canadian history: the â€Å"Roll Up the Rim to Win† customer reward program that offers prizes ranging from coffee and doughnuts to luxury cars.In one of the best examples of how Tim Hortons used this program to build the brand, the company aired a TV spot featuring a Canadian citizen crossing over the U. S. border. When asked to prove his nationality to the immigration officer, the character simply rolls his Rs while speaking the phra se â€Å"roll up the rim to win. † These investments have paid off. Of those surveyed in the Canadian Business poll of Canada’s best and worst brands, Tim Hortons was the clear winner, with 42 percent of those who responded to the poll (conducted by the Strategic Counsel and Spencer Francey Peters).What is more impressive is that 95 percent of the company’s 2500-plus outlets are owned by franchisees, which may have independent ideas about what Tim Hortons is about. However, creating programs to ensure that the organization builds the brand and develops the business together has been crucial to the overall strategy. New franchisees must complete a seven-week training program before taking ownership of stores. Furthermore, the company has strict quality control standards. It routinely surveys and inspects stores, including checking everything from how fast and friendly the staff is to whether the trash in he parking lot has been cleared. But it is not through hier archical, heavy-handed intervention that it creates strong brand commitment from the franchisees, it is through a well-developed internal strategy that works to ensure the success of each franchisee. For example, the â€Å"Roll Up the Rim to Win† promotion was created specifically to boost coffee sales in the warmer spring months. While franchisees end up giving away thousands of free coffees and doughnuts (in 2004, winners redeemed over 20 million food prizes), the promotion drives sales growth.Consistently keeping customers coming back every day (sometimes two or three times a day) is Tim Hortons’ challenge. In this intensely competitive market, it does not take much more than a stale doughnut or a cup of cold coffee to lose a customer. Yet consumers keep lining up. (Tim Hortons had a 68 percent share of the â€Å"most often† coffee purchases in the first quarter of 2004, while Starbucks and Second Cup had 7 percent and 3 percent respectively. ) Part of this s uccess is believed to stem from Tim Hortons’ decision in the 1980s to drop the â€Å"Doughnuts† from its name and carve out a niche as a â€Å"breaktime† restaurant.Now the company appeals to consumers who want to stop in for soup and sandwiches as well as those simply looking for a coffee. Interestingly, one of the brands that Canadians seem to identify with most closely is actually owned by Americans. In 1995, Ron Joyce sold the company for US$450 million to Ohio-based Wendy’s International Inc. In 2003, Tim Hortons sales represented nearly 20 percent of the fast-food giant’s retail sales, and the Tim Hortons operations in both 36 PART ONE Understanding Marketing ManagementCanada and the United States posted the best same-store sales growth in the entire organization.Sources: John Gray, â€Å"King of the Cruller: Our Survey Crowns Tim Hortons the Best-Managed Brand in the Country,† Canadian Business Magazine Online, www. canadianbusiness. com, June 6, 2004 (viewed July 12, 2004); â€Å"Before Tims Was Tims,† abridged and excerpted from â€Å"Tales from Under the Rim: The Marketing of Tim Hortons† by Ron Buist, Marketing Magazine Online, www. marketmag. ca, September 22, 2003, (viewed July 12, 2004); Terry Poulton, â€Å"Long Live the Double Double,† Strategy Magazine Online, www. strategymag. com, July 29, 2002, p. 9 (viewed July 12, 2004); Wendy’s International Inc. Investor Presentation, June 2004, www. wendys-invest. com (viewed July 12, 2004); Tim Hortons Web site, www. timhortons. com (viewed July 12, 2004). A key ingredient of the marketing management process is insightful, creative marketing strategies and plans that can guide marketing activities. Developing the right marketing strategy over time requires a blend of discipline and flexibility. Firms must stick to a strategy but must also find new ways to constantly improve it.

The On Treating Things As People Objectification,...

We typically see vibrators as sex toys, however, at some point in time vibrators were used to medically treat women. In the article, On Treating Things as People: Objectification, Pornography, and the History of the Vibrator we will look at the history of vibrators. According to the article, in the 18th and 19th century women were said to have a disease known as hysteria. Hysteria as the researcher noted, had many symptoms in common with chronic arousal. Several solutions were stated in the article to resolve hysteria. One solution given was that doctors or midwifes would massage a woman’s genitals with their finger until orgasm was reached, and those women who were married were advised to engage in vigorous sexual intercourse with their husbands until orgasm was reached. According to the researcher, Genital massage was very effective, but doctors found it difficult to put into use because it took a lot of time and effort on their part. Another solution given in the arti cle was that Doctors than came up with a device which was composed of directed jets of water; these devices produced a form of douche and helped spas become a success. According to the researcher, Directed water jets were very effective in helping with the treatment of hysteria but it was very expensive and as a result not many doctors administered it to women. Lastly, according to the researcher, doctors came up as with a less expensive device a mechanical vibrator. These mechanical vibrators were