An Analysis Of The Sony Corporation

An Analysis Of The Sony Corporation Current Activities Today, the Sony Corporation is a multinational conglomerate headquartered in Toyko, Japan. The company is one of the worlds largest media conglomerates and is one of the leading manufacturers of electronics, video, communication, video games consoles and IT products for the consumer and profession markets. However, Sony is better known for its high quality consumer electronics, which account for 61% of total revenues. In 2008, the company had revenues exceeding  ¥7.730.00 Trillion or $78.88. (Rugman, 2009) Products Modern day Sony is known for its innovative products such as; the Triniton colour television; Bravia High Definition television; Playstation video console; VAIO laptop; Music mobile phones; Walkman and Discman personal stereos. (See Appendix B. For a list of Sonys product) Modern Strategy Culture Industry and Media Synergy Sony is recognised as a total entertainment company. This means it is no longer simply a manufacturer of technological hardware but is an integral part of a culture industry. Sony likes to adopt a media synergy. This term was employed to refer to a strategy, adopted by many hardware and software producing companies of attempting to synchronize and actively forge connections between directly related technologies and areas of entertainment. (du Gay, 1997) Products For its audio-visual products Sonys strategy boils down to producing audio, visual and electronic gadgets and controlling the content that goes through them. For example, Sonys successful Playstation 2 games console allows the company to provide the hardware necessary for the firm to capture the games market. (Rugman, 2009) The strategy reflects Sonys media synergy which came partly from an acknowledgment that Sonys Walkman1 was useless without the cassette that was inserted to it, which was in turn useless without the musical recording artists and the companys Betamax videocassette2 recorder was useless without video-cassettes of films and music. (du Gay, 1997) Moreover, the outright ownership of CBS (music), MGM (movies) and Sony BMG (Music) allows the company access the film and movie industry and music artists. These are forms of entertainment which are viewed and listened to via Sonys products. Market To support the companys commitment to succeeding globally and understanding how business is performed elsewhere, the company seeks to fit into host country communities. Therefore Sony seeks to: Hire locally Strike a balance between the home culture and local culture Participate in the local community. In addition, Sony prefers to list the company on the local stock exchange; appoint well respected local executives to the Board of Directors; and create a local product distribution system. (du Gay, 1997) Internationalisation History Sonys entry into foreign markets appears to have followed the typical internationalization process. (See Figure 1.1) The company initially obtained a license from a US company, Bell Lab, in order to recreate the transistor technology in its radio. These products were produced with success and first introduced to the local Japanese market. The products were then exported to markets of similar consuming habits. Export of these goods occurred via a distributors and then some time later through the companys own subsidiaries. Factories were then established in different markets, where products could be produced closer to the export market and at a cost discount. The final stage of the FDI process occurred when Sony embarked upon opening its own RD and marketing facilities, enabling lasting market presence and understanding of foreign markets. The growth of Sony as a company and its technologies occurred within a process of interaction between the US and Japan. As the company grew, Sony executives gained knowledge from constant visits to the US, acquired the rights to produce transistors from the US and found that North America provided a major market for its audio-visual products. The adoption of the name Sony and the standardization of products such as the Walkman were adopted with the aim of being a global brand (du Gay, 1997) Sony first embarked upon FDI via a wholly owned subsidiary in the US in 1960. However, over the last 60 years it has engaged in Joint Ventures (JVs), Mergers and Acquisitions (MA) and Strategic Alliances. (E.G. Sony-Ericsson, Sony-Microsoft and Sony-Sharpe) Throughout the 1980s two important developments indicate how Sony began actively extending its presence as a global corporation. First, the company aimed to operate in all markets across the world, to reach as many potential consumers as possible. Second, the company aimed to reorganize processes of production in such a way so that they would not be limited to the constraints of the nation state. In such a case, a particular concern was how the effectiveness and international competitiveness of Japanese companies were constrained by the value of the Japanese YEN. This meant that goods produced in Japan were more expensive when exported and in competition with those in other parts of the world. (du Gay, 1997) To pursue these aims, Sony adopted a strategy of globalisation that involved moving their manufacturing and marketing operations to different locations around the world and setting up local operations in different locations around the world. (du Gay, 1997) One of Sonys motives for moving its manufacturing operations was a straight-forward attempt to follow its competitors and reduce labour costs. For example, the first Walkmans were manufactured and assembled in Japan so that the companys management could be close to operations and make any necessary modifications, once up and running and not requiring so many modifications, additional assembly factories were established in Malaysia and Taiwan. (du Gay, 1997) The gradual move came to move operations so that they could respond directly to local conditions. For example, Teletext was developed onsite in the UK and Triniton TV was developed locally in France. (du Gay, 1997) An additional practical consideration was that by establishing and presenting themselves as a local company, Sony could use various national and pan regional rules and regulations to gain the most appropriate and cost effective environment to manufacture and produce its products. The company could exploit cheap labour in Malaysia, take advantage of grants there were available to attract new electronic industries in the UK. (du Gay, 1997) In the 1980s 1990s, Sony began to rapidly expand into Europe. (See Appendix A- history timeline). Sony was vigorous in its international expansion. The company chose to expand into similar markets, such as US and Europe. These markets had large populations, high incomes per capita and a consumer culture. Therefore, the other two TRIAD regions were good markets to promote and sell Sony products. The companys strategy is to be present in its market of distribution and therefore it established a number of factories to develop and distribute its products. The objective is to understand the local market and consumer demands. Sony has a strategy of introducing its products first to its local market (Japan), testing consumer preferences and then introduces these products to its international markets. The adoption of the name Sony (in 1957) was also an attempt to communicate the brand and its products to the market. Sony was able to do this over a significant period of time. Sony learnt significantly from technological, productivity and efficiency improvements this was a stimulant for its international trade and the international product life cycle. (Vernon, 1966) Today, Sony has developed a strategy to not only create technology but to control the content that goes into them. Therefore Sony has embarked upon a number of MAs. First with a 50/50 JV with CBS, which Sony eventually bought outright and also a venture with Columbia Tristar Pictures, MGM, BMI and a number of media companies. Sony has also embarked upon JVs with software companies such as Microsoft. The companys strategy is to be present across all levels of the entertainment industry. CASE STUDIES SONY WALKMAN Walkman is a trademark of Sony Corporation, used originally to market its range of portable audio players. In July, 1979, the original Sony Walkman portable music player the TPS L2 was introduced. Sony promoted the concept of enjoying music, anywhere, anytime using industry advertisements featuring celebrities with the product. The first Walkman was marketed under the Walkman brand in Japan, but in other markets it was originally sold under various names including Soundabout (USA), Stowaway (UK) and Freestyle in Australia. Walkman players become very popular in Japan and foreign tourists visiting Japan who bought them as souvenirs, this prompted Sony to standardise the name to Walkman worldwide (Uggla and Verick, 2008) SONY-ERICSSON Sony Ericcson was established as a 50/50 Joint Venture in 2001 by Sony and Ericsson (a mobile communications infrastructure and systems business based in Sweden) Sony Ericsson functions as a separate entity designing, producing and marketing cellular phones and accessories. It had revenues of 13 billion euros in 2007, from the scale of 100 million units which is a global market share of 9%. (Uggla and Verick, 2008) Sony Ericsson had recognised a segment for dedicated music phones various MP-3 enabled handsets were on the market but there was little differentiation among them. Sony Ericsson decided to investigate and launch a music phone. The company decided to incorporate Walkman into the music phone branding. Sony established that Walkman branding encouraged around 67% of people to buy the phone by adding credibility to the music player. (Uggla and Verick, 2008) Internationalisation Theories The following trade theories are applicable to Sonys process when entering new markets: Dunnings Eclectic Paradigm of Internationalisation Sony was able to successfully expand abroad due to its firm specific and intellectual competitive advantages. Furthermore, the company had successfully established itself in its home market and generating sufficient expertise to export its high-tech consumer electronics abroad. FSA Sony possesses FSAs through the development of intellectual capital. In addition, the Sony brand names (e.g. Walkman, Playstation, Triniton, Bravia) carry significant worldwide consumer value Due to superior FSAs over both domestic and international rivals Sony was able to engage in FDI. Amongst other things Sonys first FSA was it transistor technology. Through this, Sony was able to differentiate itself from its rivals. It was able to provide high tech, desirable products. Sonys FSA also came from its personnel. The companys co-owners (a Physicist and an Engineer), managers and other employees were of high quality, possessed a high degree of technical know-how and desire to improve the companys industry position. Internalisation Sony possesses know-how and competitive advantage through the development of its products first at home and then applying this knowledge to foreign markets such as the USA and the Europe. As previously mentioned Sony was able to acquire foreign technology. The technology licence provided access to the transistor and allowed Sony to gain foreign technological know-how. According to Dunnings Eclectic paradigm Sonys strategy allowed the firm to acquire an intangible asset (transistor technology) apply this technology to its products, and then create a firm specific advantage. The intangible asset provided Sony with an exclusive piece of know-how that was specific to the firm. CSA Sony embarked upon FDI through the sale of its products not only in its home market but also in the US, Europe and eventually the rest of the world. For example, once the transistor had been applied to its radio, Sony sold this item in markets with similar tastes and income per capita. For example, after introducing the TR-55 radio to Japan in 1955, Sony then exported and sold its radios in the US and next Europe in 1957. This could not have occurred without the existence of consumer demand. Sony also took advantage of favourable industry subsidies and national legislation, which encouraged the presence of high tech industries for example, the opening of Bridgend Factory in Wales. According to the eclectic paradigm, all three of the conditions necessary for FDI were present when Sony started its internationalisation process. Sony sought to increase its internalisation advantages and reduce transaction costs, through the purchase and development of new technology and reduce transaction costs through the establishment of its own subsidiary and factory. Sonys actions increased its firm-specific advantages, through know-how and innovation. The company internalised and possessed an advantage over its rivals by retaining the technological know-how, rather than licence it to its competitors. Sony reduced the risk and threats from competitors by retaining its knowledge. Distribution Sonys Initial decision to export its products via a distributor illustrates that company saw value in having a presence within the US market, but the company lacked significant knowledge of the market to justify distributing the products itself. Moreover, it was profitable to export products to the US as there was an abundance of wealth, the US consumer culture, and retail distribution networks. However, trade barriers, import taxes and unfavourable distribution contracts eventually led Sony to establish a subsidiary within the US market. Overseas Production Malaysia Furthermore, Sony eventually located part of its production process to Malaysia. This occurred once the company was satisfied with its local and international products. This also occurred in order to offset the rising costs in the home market, Japan. Sony was able to engage in FDI to Malaysia as the company had generating sufficient amounts of FSAs and ISAs. Uppsala Internationalisation Process Model Part of Sonys business strategy is known as localisation, which is the commitment to gaining market knowledge, cultural understanding and business expertise. Sony has initially licensed its transistor know-how from the US, it was decided that the company should also introduce its products to this market. The Uppsala model can therefore be applied to Sonys internationalisation process. When Sony first entered the US and Europe markets, the company knew little about local consumer demand. The attractions were solely the educated populations, high incomes per capita, government trade measures and distribution networks. In addition, Sony believed that consumers in these markets were similar to those in Japan. When Sony Executive visited the US and Europe, they collected data collection and studied local consumer demand, at this point it was decided to export products to these locations. Sony then committed itself to further to the US and then Europe, through the establishment of its foreign subsidiaries, Sony America and Sony Corporation S.A. in 1960. The establishment of these subsidiaries resulted in further FDI, through distribution systems, marketing campaigns and listing on the local Stock Exchange. Sony was able to overcome some of its foreign company disadvantage as its held a constant presence within the local markets. The company committed itself to understanding how consumers behave and their reactions to new products. Sony was eventually able to engage in FDI as it gained significant knowhow, from exporting, distributing and establishing its own subsidiary, reducing transaction costs. Sony also used its current operating model and consumer tastes to establish itself in markets which it believed to be similar its own. For example, when Sony introduced its VAIO laptop to the US, the price and high technical specifications unlike Japan, were not popular with US consumers. Sony eventually modified its laptops to US consumer tastes. This led to a reduction in price and operating features which US consumers preferred. Joint Ventures (JVs) and Partnerships Sonys JVs, partnerships, mergers and acquisitions can be understood through the application of the Uppsala business model The JV with Ericsson allows the company to gain a first mover advantage from standard setting in the mobile telecommunication industry. Also, the JV allows instant access to the European consumer markets. The company seeks to gain an understanding of these distinct markets but does not have the time and know how. The JV establishes instant knowledge, with reduced acquisition times, creating instant presence and expertise within these markets. Hymerian Theory Monopolistic Advantage Theory Sonys issuance of ADRs in the early 1960s can be understood through the Hymers theory of Monopolistic Advantage, Market Power approach and Product and Factor market imperfections. Sony was able to exploit market imperfections as it could overcome threats from local firms due its ownership advantages (superior technological know-how, economies of scale at home) and other internalised advantages (managerial experience, product developments, existing supply chains, cost advantages). This allowed Sony to obtain favourable political ties, market connections and social positioning; despite the fact Sony was a foreign firm. It was therefore advantageous for local Americans to take an equity position within such a rapidly emerging company. Moreover, Sony was operating in an oligopolistic market, according to Hymers theory of Monopolistic Advantage; FDI takes place in such markets or industries rather than markets or industries operating under near perfect competition. Markets imperfections, allowed Sony to obtain global competitive advantage. Companys which offer investors consistently high rates of return, due to good products and consumer confidence is attractive to investors. Further investment into Sony, allows it to maintain its position of technological superiority. In addition, Sonys technological expertise meant that its products were attractive not only in Japan but throughout the rest of the world. But, Sony initially lacked knowledge in marketing and distribution and so initially used a distributor partner to export its products. This eventually changed when Sony acquired its own distribution system. For example, when Sony first introduced the Walkman in 1979, it did so in its home market first and followed this by introducing it under different brand names, Soundabout (USA); Stowaway (UK); and Freestyle in Australia (Uggla and Verick, 200) The company eventually standardised the Walkman name in the early 1980s. The adoption of the name was to communicate the brand and its products to the market. Sony was able to do this over time and learnt from technology and efficiency improvement which its applied it each of its markets. Product and Factor Market Imperfections Sony embarked upon FDI as it understood it was able to overcome threats from local firms. Sonys strategy is to understand its consumers locally. The company therefore engages in RD and production in most of its subsidiary locations or within close proximity. This is so that it understands consumer tastes and local demand. This strategy can be explained using Caves, Product and factor imperfection. Sony is a market leader and so has superior technological experience and finance to establish local RD and production facilities to understand and satisfy consumer sensibilities. This provided an advantage as the company could combine its know-how, to create products that rival indigenous firms. Internalisation Theory This applies to Sony as the company chose to enter the US under its own brand name as opposed to developing the technology and then selling it on to another company. It retained the knowledge, applied it to its new markets and gained an understanding of consumers in these locations. The company also established subsidiaries as opposed to export via distributors. Market Power Approach This theory applies to Sony through the number of mergers and acquisition the company has engaged in over the last 30 years. Sony has embarked upon a number of mergers and acquisitions throughout its history. The companys strategy is to own not only the content of its technology but also the means by which this technology is used. This has encouraged Sony to acquire music, film, and gaming companies, in order to better understand its consumers but also dictate the market. For example, the company has increased its power by being dominant within consumer electronics both nationally and internationally. In 2001, the 50 /50 Joint venture with Ericsson (a mobile communicate infrastructure and systems business based in Sweden) created a separate entity whereby Sony designs, produces and markets cellular phones and accessories. In 2007, the company had revenues of à ¢Ã¢â‚¬Å¡Ã‚ ¬13 billion, from the sale of 100 million units which is a global market share of 9%. (Uggla and Verick, 2007) The partnership between these two firms establishes the argument that international production is conducted between industrialized countries and their companies. Moreover, this partnership was established so that both companies could gain a competitive advantage over domestic and international rivals. The ability of both companies to exploit the know-how of the partner and move into new industries can be understood through the market power approach. Sony is now active in the global mobile telecommunications industry. This has allowed it to internalise its know how further, and provided instant market presence within a new industry and new international markets. Word Count 3,419 Figure 1.1 Internationalisation Process Figure 1.1 Entry into foreign markets: the internationalisation process (Source: Rugman, 2009) SWOT Analysis STRENGTHS WEAKNESSES Sony is a large corporation, it is able to concentrate and dedicate manpower to product quality, RD, marketing, distribution, etc. The company has very few time and financial constraints. Brand names and company know how Internal management Key products e.g., Sony Playstation Sony designs, manufactures and sells its own products. Sonys return on investment has been low because of the large amount of capital dedicated to its factories. Sonys Return on Equity is typically around 5%, this could be higher. Large workforce OPPORTUNITIES THREATS Focus on BRIC and emerging economies Continue seeking diverse JVs with industry leading companies e.g., Sony Ericsson Continue to develop and improve key consumer electronics, TV, computers, MP3 and wireless technology New growth areas Mobile phone internet technology Outsourced manufacturing to increase Return on Equity Large Organisation Must remain streamline Economic slowdown Interest rate differentials Flat sales, falling profit margins Late comer to key electronic sectors, such as flat-screen TVs and digital videodisc recorders. Appendices Appendix A. Timeline In 1952 Totsuko (Sony) launched a successful tape-recorder business In 1955 Totsuko adopted the name Sony, it was believed that the name had not only universal appeal but also easy to pronounce. The company also launched its first Transistor Radio the TR-55 in this same year. In 1955, Sony enters into an agreement with Delmonico International to distribute it products within the US. In December, 1958 Sony launched its pocket sized radio the TR-63 to the US market. In January 1958, Sony is listed on the Tokyo Stock Exchange. In 1959, Sony decides to distribute its own products. (To protect its brand name) The group established Sony America and Sony Overseas S.A. established near Zurich, Switzerland, in 1960. The group launched the worlds first direct-view portable TV, the TV8-301. (Datamonitor, 2008) In 1961, the group was the first Japanese company to offer shares in the US, in the form of American Depository Receipts (ADRs) on the OTC market of the New York Stock Exchange. In the following year, the group launched the worlds smallest and lightest transistor TV, TV5-303. (Datamonitor, 2008) In 1968, Sony (UK) Ltd. was established in the UK (later recognised as Sony UK Ltd., in 1993). The CBS/ SONY Records Inc. a 50 50 JV with CBS Inc of the US was also established this year. In 1970, Sonys shares were listed on the New York Stock Exchange. In 1971, Sony launched 3/4 -inch u-matic colour video cassette recorder. (Datamonitor, 2008) A factory was established in San Diego, California, in 1972, followed by a factory in Bridgend, Wales in 1974, which served both the UK and Europe. The Betamax VCR, the SL-6300, the worlds first home -use video system was introduced in 1975. (Datamonitor, 2008) In 1979, Sony Prudential Life insurance Co. Ltd, the 50-50 joint venture with Prudential Insurance Co. Of America, was established. (Datamonitor, 2008) In 1979, Sony launched the Walkman, the 3.5 inch micro floppy disk drive in 1981; the worlds first CD player in 1982; the first consumer camcorder in 1983; 8mm video in 1988 and the first digital VTR in 1985. (Datamonitor, 2008) In 1988, the group bought CBS Record to form Sony Music Entertainment, and in 1989, the company purchased Columbia pictures, forming Sony Pictures Entertainment Inc., in 1991. (Datamonitor, 2008) In 1990, Sony acquires 12 business including CBS records INC and Columbia Tristar Pictures. In 1993, Sony Computer Entertainment Inc, was established, during the same time Sony launched the VAIO a home-se PC series. (Datamonitor, 2008) In 2001, the group established Sony Bank in Japan and Sony Ericsson Mobile Communications. (Datamonitor, 2008) In 2001, Sony Ericsson Mobile Communications established In 2002, Sony absorbs Aiwa (a form Japanese audio visual manufacturer) via merger In 2003, Sony launched the worlds first next generation high capacity optical Blu-ray Disc recorder BDZ-S77. (Datamonitor, 2008) In 2004, Sony established a music distribution company, Sony BMG Music Entertainment. (Datamonitor, 2008) In 2005, Sony completed the acquisition of Metro-Goldwyn-Mayer (MGM), one of the worlds largest privately held, independent motion picture, television and home video companies. (Datamonitor, 2008) In 2009, the Sony decided to form a joint venture (JV) with Sharp Corporation. The JV which will be established in March 2010, will engage in the manufacturing and sales of liquid crystal panel and liquid crystal module. (Datamonitor, 2008) Appendix B. Sonys Main Brands Name Type of product Bravia Visual Cybershot Phone Discman Audio Playstation (23) Games Console Trinton Visual Walkman Audio Source: Datamonitor Sony Corporation Appendix C. Sonys Main Competitors Source: Datamonitor Sony Corporation Appendix D. Sonys Business Activities Sony operates through five segments; 1.Electronic, 2.Games, 3.Finance, 4.Pictures and 5. Others Source: Datamonitor Sony Corporation Source: Datamonitor Sony Corporation Source: Datamonitor Sony Corporation Source: Datamonitor Sony Corporation Source: Datamonitor Sony Corporation Appendix E. Sony Products Source: Datamonitor Sony Corporation

Status Quo :: essays papers

Status Quo 1776, The American colonies rebelled against their oppressive, imperialistic mother country Great Britain. They challenged the traditions of an ancient mother country to become an independent nation that would eventually lead the free world. Critical review of established laws, attitudes and beliefs are what this country was forged from. The United States exemplifies the idea that it is necessary to challenge practiced policies when they have become obsolete and ineffective. When governments are out of touch with the bodies they govern then they have become ineffective. This holds true for any situation where one group has control over another from the United States Congress, to state and local governments, and even school boards and administrators. Student life is fully regulated by those who are in noway subject to their own rules. Many examples of this are present in the hallways of schools across America. Most of the hypocrisies are not major travesties of justice, but they do lead to a feeling of second class citizenship among the student body. Little things like not being able to drink a cup of coffee in the hallway degrades students by questioning their ability to perform a simple task without causing problems or difficulties. Unbalanced legislation such as this, where there is a double standard, should be replaced to insure that regulations are to protect the welfare of a population. Not merely to oppress it. Another oppression in schools is the use of a permit pass system for movement from room to room. This practice of total documentation of a students movement throughout the school day is not only unnecessary, but also impractical. And can again lead to the feeling in students that they cannot be trusted because they are inferior to their older counterparts. An idea which is not cohesive to a learning environment by installing an attitude of failure before an attempt is even made. This unfair policy should be replaced with an honor system based on the students verbally informing those who are liable where they are going to be. Changes like this are often needed to transform a non-working system of regulation into a constructive guide for coexistence. Administration’s control needs to be changed as well because in most cases it is comprised of professionals with the highest degree in their fields. This in turn means that a great deal of time and with it change has occurred between their actual experience of their first twelve years of education and their present state in life.

Advertisement Manipulation :: essays research papers

Advertising Manipulation   Ã‚  Ã‚  Ã‚  Ã‚  Advertisements are located everywhere. No one can go anywhere without seeing at least one advertisement. These ads, as they are called, are an essential part of every type of media. They are placed in television, radio, magazines, and can even be seen on billboards by the roadside. Advertisements allow media to be sold at a cheaper price, and sometimes even free, to the consumer. Advertisers pay media companies to place their ads into the media. Therefore, the media companies make their money off of ads, and the consumer can view this material for a significantly less price than the material would be without the ads. Advertisers’ main purpose is to influence the consumer to purchase their product. This particular ad, located in Sport magazine, attracts the outer-directed emulators. The people that typically fit into this category of consumers are people that buy items to fit in or to impress people. Sometimes ads can be misleading in ways that confuse the c onsumer to purchase the product for reasons other than the actual product was designed for. Advertisers influence consumers by alluding the consumer into buying this product over a generic product that could perform the same task, directing the advertisement towards a certain audience, and developing the ad where it is visually attractive.   Ã‚  Ã‚  Ã‚  Ã‚  First, a Multi Tap consists of an L-shaped design with four ports to allow for four Playstation controllers instead of the normal two. The Multi Tap is helpful for some Playstation games that allow for more than two people to play. The layout of the Multi Tap advertisement attracts attention when compared to other similar advertisements. The simple, black and white display of the ad stands out when compared to other ads, which are usually bright and colorful. This manner of presenting the information brings about a simplistic alternative to an otherwise complex world. The Multi Tap is then displayed in the center of the ad to draw attention to its unmistakable design. The advertisement makes the readers think that this device is so easy to use; all one has to do is simply plug the Multi Tap into the PlayStation console and start playing. The ad also tells the readers that with less hookup time, the Multi Tap leaves more time to play. The words â€Å"KNOCKOFF MULT I TAPS. NOW YOUR FRIENDS CAN SIMULTANEOUSLY KNOW WHAT A CHEAP BASTARD YOU ARE.† are placed on a black background and emphasized with big, white, bold, capital letters.

Gender Analysis of “The Tigers Bride” by Angela Carter Essay

The short story_The Tigers Bride_ raises thought provoking concepts around gender through a plot both alike and unlike traditional Beauty and the Beast. The role of both genders is explored and true freedom questioned within the bounds of society. The text delivers a powerful and even handed message to the genders that constraints are merely a construct, a mask which can slip and shatter when pressure is applied. Angela Carter sketches a bleak setting, and equally bleak outlook for the female protagonist, caught in a powerless, debased and objectified position of social standing. Agency is firmly placed with The Beast, and the father, opening with the line; ‘My father lost me to The Beast at cards’. Objectified from the outset for her beauty, the narrator is declared a ‘treasure’ by both men and a ‘pearl beyond price’ by her father. The barb is deepened with Christmas, the day of items named as the day of her birth. Her nickname ‘Christmas rose’ gives rye commentary on the traditional symbolism of the rose, which re-emerges later stained with her blood, representing the loss of innocence at the hands of the patriarchy much as her mother before her who ‘did not blossom long’. Despite her predicament the narrator represents herself and her gender atypically to binary stereotype with a cynicism and wit that cuts through the flaws of the hegemonic dominated society around her. Receiving a rose from The Beast, she calls it ‘unnatural and out of season’ and tears it apart whilst being bartered as an object in the card game. Her disdain for her predicament and surrounds are powerless in these early stages and are blended with a sadness ‘you think there is no winter but forget you take it with you’. The narrator fast becomes a heroine to the audience, through a nurtured appreciation of her budding inner strength. This is emphasised by the stark contrast to the insipidness of the father and veiled vulnerability of The Beast. The windup soubrette doll becomes a leading symbol of the dehumanising ideals of society on the female gender with the heroine  likening herself to the doll, initially. The valet’s statement ‘surrounding ourselves for utility and pleasure with simulacra is no less convenient than for most gentlemen’ casts light on the hegemonic expectation of society. However the heroine’s character grows in strength with every denial to The Beast and her rejection of society’s expectations of ‘her skin as her sole capital’ she acts on this through her rejection of the gifted diamond earrings. Role reversal occurs when The Beast himself unclothes in vulnerability ahead of the heroine. Transformation is near complete when she views the soubrette in a new light and intends to send the doll back to perform the stilted role of father’s daughter, realising that true freedom from the limitations of society means shedding and joining the ‘beasts’. The text proposes that gender constraints are a construct and are not limited to the suppression of female power. The bounds of society on The Beast and his estate are also evident and ironically his visage, scent and abode is criticised by the heroine as failing to comply with expectations. Her animosity towards The Beast is likely birthed in her predicament, his mask a reminder of the too perfect hegemony she detests. However The Beast conducts himself with a subtleness and dignity that can be afforded to no human in the story. Contrasting The Beasts behaviour with the character of the father or the viscous rumours of the nursemaids highlights the authors point that the limitations gender and society have created hamper the full potential of character. The Beasts compassion and coyness suggest an inner subordinate or complicit form of masculinity, the hegemonic persona forced, donned as disguise to conform. The story outlines an ideal place; ‘nothing human lives here’, a place where identity is essential to being not performed as a requirement. The message is bittersweet; the escape to freedom in a new skin is a relative exile from society; a clear rebuke to a society which forces such drastic methods upon the genders to avoid cultural ideation. Bibliography: Carter, Angela, (1996). The Tiger’s Bride. In Carter, Angela, Burning your boats : the collected short stories, (pp.183 – 201). London: Vintage.

Matthew Arnold Comments on Philistinism in England and America

In his essay, â€Å"Philistinism in England and America,† Matthew Arnold examines the ancient ideas of Plato in the context of a twentieth century, capitalist society. As he agrees with almost all of what Plato had to say, he also admits that he is outdated, and that some of his teachings cannot be applied to us, living in an industrial superpower such as the United States. Still, though, Arnold defends the ancient philosopher. Education as a route to mental and physical righteousness is always a good idea, whether it is in modern America or Ancient Greece. I disagree with this, and it is here that I must contest the writings of Plato, as well as the essay by Arnold, for he is definitely a strong backer of the ancient ideals. In Plato†s mind, the value of an education is to clear one†s mind of impure thought, bring it to a higher lever than at the start, and attain a certain level of righteousness. This may have been a good idea 2300 years ago, but today, I see it as very limiting and impractical. In his time, only the rich aristocrats went to school. It†s purpose was not for the students to learn skills or ideas that would help them later in life, but to expand their minds, thus making them into ‘better people. † There was no need for them to learn any job skills. Back then, if you came from a rich family, you were rich. Working at simple jobs was for the peasants and slaves. Today, life is different. Our society is completely unlike that of the ancient Greeks. We have no caste system limiting the wealth and prominence of any citizen, we have no slavery to handle all the manual labor, our army is proportionately smaller and much less honored, and religion is a part of one†s private life, not a dominating public force as it was to the Ancient Greeks. Most people today have a regular, day to day job, whether it be in an office, store, factory, or anywhere else. We have to earn our wealth by working, not inheritance. That is why most people go to school today. I am attending NYU so that I can get a job later in life. I study chemistry and engineering, in the hopes that I can become a chemical engineer. According to Plato, this is wrong, and I†m corrupting my mind. At this point in my life, I should be reading history and literature, enhancing my mind, and not worrying about developing a skill. To me, that is an unrealistic goal. As I get older, I want to have a job that pays well, so that I can support a family, and be free to do whatever I want in my spare time. I don†t want to have to deal with restrictions in my life caused by a lack of money. If I lived and was educated in the way that Plato suggests, my life would probably turn out differently from that, and that is why I dislike his ideas. In the fourth century BC, when Plato was alive and writing, society was different. His writings on education relate to that time, when modern capitalism was over two thousand years away. He had no idea what life would be like today, so it is ridiculous to base one†s life on what he said so long ago. Arnold refuses to admit this. He does say that Plato†s ideas are outdated, but adds that the basis for his thoughts could still be applied today, for the betterment of society and the people that live in it. If that†s the way he feels, I†m fine with it, but for me, learning a skill that will make me some money when I†m older is more important than purifying my mind. Matthew Arnold Comments on Philistinism in England and America In his essay, â€Å"Philistinism in England and America,† Matthew Arnold examines the ancient ideas of Plato in the context of a twentieth century, capitalist society. As he agrees with almost all of what Plato had to say, he also admits that he is outdated, and that some of his teachings cannot be applied to us, living in an industrial superpower such as the United States. Still, though, Arnold defends the ancient philosopher. Education as a route to mental and physical righteousness is always a good idea, whether it is in modern America or Ancient Greece. I disagree with this, and it is here that I must contest the writings of Plato, as well as the essay by Arnold, for he is definitely a strong backer of the ancient ideals. In Plato†s mind, the value of an education is to clear one†s mind of impure thought, bring it to a higher lever than at the start, and attain a certain level of righteousness. This may have been a good idea 2300 years ago, but today, I see it as very limiting and impractical. In his time, only the rich aristocrats went to school. It†s purpose was not for the students to learn skills or ideas that would help them later in life, but to expand their minds, thus making them into ‘better people. † There was no need for them to learn any job skills. Back then, if you came from a rich family, you were rich. Working at simple jobs was for the peasants and slaves. Today, life is different. Our society is completely unlike that of the ancient Greeks. We have no caste system limiting the wealth and prominence of any citizen, we have no slavery to handle all the manual labor, our army is proportionately smaller and much less honored, and religion is a part of one†s private life, not a dominating public force as it was to the Ancient Greeks. Most people today have a regular, day to day job, whether it be in an office, store, factory, or anywhere else. We have to earn our wealth by working, not inheritance. That is why most people go to school today. I am attending NYU so that I can get a job later in life. I study chemistry and engineering, in the hopes that I can become a chemical engineer. According to Plato, this is wrong, and I†m corrupting my mind. At this point in my life, I should be reading history and literature, enhancing my mind, and not worrying about developing a skill. To me, that is an unrealistic goal. As I get older, I want to have a job that pays well, so that I can support a family, and be free to do whatever I want in my spare time. I don†t want to have to deal with restrictions in my life caused by a lack of money. If I lived and was educated in the way that Plato suggests, my life would probably turn out differently from that, and that is why I dislike his ideas. In the fourth century BC, when Plato was alive and writing, society was different. His writings on education relate to that time, when modern capitalism was over two thousand years away. He had no idea what life would be like today, so it is ridiculous to base one†s life on what he said so long ago. Arnold refuses to admit this. He does say that Plato†s ideas are outdated, but adds that the basis for his thoughts could still be applied today, for the betterment of society and the people that live in it. If that†s the way he feels, I†m fine with it, but for me, learning a skill that will make me some money when I†m older is more important than purifying my mind.

Altran Case

Altran ID Altran is a European consulting firm created in France in 1982, by Alexis Kniazeff and Hubert Martigny. Leader in high technologies consultancy, it operates primarily in technology & innovation consultancy (about 50% turnover), administrative & information consultancy (33%) and strategy & management consulting (17%). The Group's mission is to assist companies in their efforts to create and develop new products and services. Altran is a key player in different sectors as Aerospace, Automotive, Energy, Railway, Finance, Healthcare and Telecoms sectors. In 2011, Altran had reached a turnover of 1. billion â‚ ¬, employing more than 15 000 employees with 200 branches in 20 countries to serve 500 major clients worldwide. The Altran group governance is held by an  Executive Committee  and a  Board of Directors  since June 2008. Philippe Salle (Chairman and Chief Executive elected by the members of the Board of Directors). The  Management Committee is made of members f rom the Executive Committee. Executives from the Geographies, the Industries and the Solutions and several  Group Directors including Purchasing, Communications, Legal, Marketing and  IT. The shares of the company are divided as follow : * 18. % are owned by the two founders and some members from the Executive Committee * 7. 2 % are owned by the Altran Director Funds * 74. 3 % are traded on the public stock exchange (where the principal shareholder is Apax Partners) Concerning the stakeholders, Altran operating at an international level, we can find a numerous variety : governments, employees, customers, experts, owners, investors†¦ The Scandal In 2002, 3 staff members from Altran (Michel Friedlander, Frederic Bonan and Alain Rougagnou) were suspected of theft, breach of trust, active and passive corruption, attempts of blackmail and manipulation of stock exchange quotations.The COB filed a complaint against the board of directors for dissemination of false information and for manipulating quotations. As a result, the price share dropped from 65. 60 â‚ ¬ on March 28th to 2. 53 â‚ ¬ on October 10th. The three directors at the centre of the accusations were. On February 13th 2003 they were dismissed and sued by Altran. This incident reflected the lack of transparency and regulations of the company and the ease with which the employees involved in the scandal appeared to have falsified and manipulated the accounts.It also shows the poor corporate governance and a lack of communication with the business world as well as the shareholders and stakeholders. In consequence, the group had to concentrate more on dealing with the crisis and falling share prices than developing their activity and their portfolio of clients. As a result Altran’s financial results were very unconvincing from 2002 to 2004. The European office also suffered (although indirectly) from this scandal because of the group necessity to dedicate its main financial and human eff orts to redress the company.Today, the price share is still very low (around 5 â‚ ¬) which reflect a lack of confidence from the shareholders as well as the European institutions. Refocusing strategy After the 2005 scandal and in order to improve its corporate image, Altran decided to change the governance of the company with the appointment of a new CEO in the person of Christophe Aulnette, former CEO of Microsoft France, as well as a new board of directors. The group then refocused its strategy on a different timeline  : In the short term, the new objectives were to develop quality proposals and rojects to public institutions. The idea was to benefit of the competencies of European professionals and to push on ideas based on Altran’s field of expertise. In the short and medium term, the goal was to influence innovation and evolution of European technological trends. The goal for the short and medium term is to become a real partner of the EU especially in the field of high technologies consultancy. In order to do that, Altran took the decision to work with a European affairs company with expertise in EU public affairs.Finally, in the long term, the ideas were to develop new services and competencies. The main target of the long term timeline was the increase of the field of expertise where Altran operates in order to increase the partnerships with European programs. Why the need of refocusing its strategy ? On the first hand, after the scandal, the group was obliged to reorganised its management as well as its short and long term strategy, mostly in order to regain some credibility and some ethical identity in front of the EU institutions.On the second hand, Altran had a portfolio of sectors and projects too vast to be covered efficiently. The new plan of action was developed to remediate the situation and the new timeline was designed as the best way to anticipate the issues. Finally, after analysis of the factors of future key success, Altran d iscovered that they needed to obtain more efficiency in their actions. Furthermore, if Altran wanted in the future to be recognized as a viable entity, it would need to acquire more transparency as well as a deeper knowledge of European institutions in order to operate on an international level.Recommendations On the company itself, we recommend a change of the business model. On the first time, Altran needs to decrease the number of its subsidiaries. By going back to an in-house style of management and centralizing the growth and the financing strategy of its units, it would be able to reduce the workforce without losing in competitiveness and therefore, becoming more profitable. On the second time, in order to reassure the shareholders and stakeholders, an important work must be done on the level of public relations.Showing that the company is totally transparent would bring back some investing cash flow and ensure the viability as well as stability of the price share. Finally, we recommend that the European office model be reproduced on the Asian as well as on the American continent. Considering the financial crisis Europe is going through nowadays and the market opportunities of some emerging countries like India and Brazil, we think that launching new offices centralizing the work flow on those continents would be the next step toward Altran globalization strategy.

Architecture in Context: Urban Design of Kuala Lumpur City

ARCHITECTURE IN CONTEXTChapter 1: Introduction 002.jpg" alt="424469" /> Figure 1a: Urban design of Kuala Lumpur metropolis Urban design shows both the functional and aesthetic facets of the City’s built environment. Urban design ( Figure 1a ) , developed harmonizing to policy model and guidelines, creates a desirable life environment every bit good as giving a metropolis an appropriate image and individuality. Like most metropoliss in the underdeveloped universe, Kuala Lumpur has grown quickly and changed a batch from 1960s until now. Kuala Lumpur becomes one of the strongest Asiatic metropoliss in universe economic system during 21Thursdaycentury. The alterations are non merely in footings of edifice building and besides the ‘growing’ of the city’s skyline. Figure 1b: Location of Kampung Baru Some of high-rise edifices appear bit by bit in the metropolis and turn vertically from the skyline of metropolis. However, in Kampung Baru country ( Figure 1b ) , it creates a most contrast phenomenon which is high rise edifices and old houses appear together in the aureate trigon of the metropolis. High-rise edifice prototype of modern, high engineering and comfortable edifice while old houses conjure images of old, conservative and disintegrating houses. High rise edifice has its commercial value and makes a part to the economic system of our state however old houses contain its historical value and stand for the beginning characteristics of metropolis development. There are some contradiction and struggle against to do think of pulverizing the old houses in the metropolis to do manner for more future development. The aim of composing this essay is to measure and analyze the skyline of KL country and the urban developed schemes from the past until presents. Besides that, to look into and understand the cultural contexts, societal and faith which influence a batch to the people who lives in that country are besides parts of the aims. Identify the demands, perceptual experiences and values of specific cultural communities make a clear apprehension of the architecture issue. Chapter 2: History BACKGROUND Chapter 2.1: History background of the alterations of KL city’s development Figure 2.1: Natural characteristic of KL in 1960Figure 2.2: The development of KL in 80s Kuala Lumpur was established in 1857 and the KL’s skyline has changed over the old ages. In around 1960, Kuala Lumpur was a simply light-green piece of land ( Figure 2.1 ) with a few of edifices. Towards 80’s ( Figure 2.2 ) , it was the period when the Malayan economic system truly raised up upon. The city’s skyline started to alter quickly until the terminal of 90’s. Harmonizing to the information, this period was Malayan economic system grew more than 8 % per twelvemonth for more than a decennary. Figure 2.3: Significant development of KL in 1991Figure 2.4: Skyline of KL in presents The 1990 was a important decennary to the state due to the economic system down bend in the twelvemonth 1997. Not merely did Malaysia manage to prolong unbelievable growing, the other state did besides travel into the Great Financial Crisis. This fiscal crisis caused most of Malaysia’s important developments ( Figure 2.3 ) were made. There are many building undertakings that are being built include the building of the KL Tower and the Petronas Towers. The development of Kuala Lumpur was easy being expanded from the get downing twelvemonth of 2000. In a short period, the skyline of Kuala Lumpur ( Figure 2.4 ) has grown a batch in order to provide the demand of population presents. This resulted in the outgrowth of big capacity of high rise edifices in the metropolis. Not merely it brings an economic system consequence to our state, and besides received a batch of investing from foreign state. It boosts up a batch of concern and employment chance around the metropolis. Chapter 2.2: History background of Kampung Baru country Figure 2.5: Kampung Baru country at the bosom of metropolis Even so, there is a portion of traditional houses country turns up meanwhile at the bosom of metropolis ( Figure2.5 ) . The being of traditional houses which called Kampung Baru creates a strong contrast between modern architecture edifices and traditional houses. Kampung Baru has been established since 1899 by the British authorities under the name of â€Å"Malay Agricultural Settlement† ( M.A.S ) as a particular country reserved specifically for the Malays in Kuala Lumpur. It has 35,000 populations and an country mensurating 153.35 kilometer2. Figure 2.6: Traditional Malay houses of Kampung Baru The Kampung Baru is characterized by comparative tranquility and neat layout of traditional Malay houses ( Figure 2.6 ) , has comparatively been retarded in its development with hapless roads and sanitation even though the remainder of metropolitan of Kuala Lumpur is basking a roar in economic growing and prosperity. Up to the 1930s, Kampung Baru was strictly a residential small town colony with houses built of wood and supported by pile, with a little gallery, large life room ( normally with no more than three sleeping rooms ) surrounded by garden harvests ( such as chili, banana, tapioca ) and widespread raising of domestic fowl. In this urban small town merely north of the metropolis centre the houses are largely one or two floors. Kampung Baru was ab initio a residential colony in Kuala Lumpur for Malay lower income group. [ 1 ] In the 1970s, there was a little group of Kampung Baru people who earned RM1000 per month and occupied higher place in the public and private sectors. The state of affairs has really much changed in the 1990s in which the socio-economic position of the dwellers of Kampung Baru had increased. There was rather a important figure of Malay in-between category, such as enterprisers, professionals and executives, who lived in the colony. This can be proven through the building of new luxury residential houses such as cottages and modern flat beside the old traditional Malay hosieries. Thus it can be said that Kampung Baru is a topographic point where tradition and modernness meet. Kampung Baru located in the Centre of metropolis and the belongings valued at around Rm2000 per square pess. This favorable geographical location attracts a batch of investors and developers intend to develop it and do a better planning. Nevertheless, the devastation of the traditional Malay houses has created contention. Chapter 2.3:Research method of survey The nature of this survey makes it suited for me to use site visit, observation, appraising and secondary analysis as my research methodological analysiss. Site visit in survey involves detecting, look intoing, comparing and analyzing. Besides that, research worker makes a questionnaire study signifier for public to acquire cognize about their sentiment of Kampung Baru. It is indispensable for research worker to understand deeply of about the chance development of Kampung Baru. In order to make so, historical informations have been assembled by library and internet research. This research to be done is to turn out my study composing in line with strong grounds. Chapter 3: Analysis Chapter 3.1: Percepts of occupant to the renovation of Kampung Baru Figure 3.1: Malay-Muslim civilization Despite being disputed, Kampung Baru is the last fastness against tower block development in the Kuala Lumpur metropolis. The occupants, born and bred in Kampung Baru from coevals to coevals, are chiefly consisted of Malay. Most of them have no purpose of go forthing Kampung Baru. The nucleus ground is for the inveterate love for the community specifically refering on the distinguishable Malay-Muslim civilization ( Figure 3.1 ) and its colorful history. For illustration, some of the senior still recalled their functions in WWII and cherished childhood memories that wanted to prize. They will convey these histories to their kids and grandchildren. Other than that, there is another state of affairs caused Kampung Baru can’t be developed. If the original Kampung Baru landholders have died, his land rubrics will be shared by tonss of relations. Therefore, it can be more than 100 people portion the rights to some secret plans of land sometimes. This status becomes a strong resistance to the sort of renovation the authorities has in head. The authorities and the developers have been legion meetings and treatment with local landholders about the development programs of Kampung Baru for more than twenty old ages, nevertheless, none of which has proved feasible. With no execution and development, the physical constructions of Kampung Baru are haphazard and degraded. The unplanned betterment caused resident bit by bit eliminated from their original small town and were replaced by transient and homesteaders. In malice of the recession of Kampung Baru, there are still have many people understood exhaustively its possible commercial value and concern market. In this aureate country with environing high rise edifice, it wholly shows an iconic individuality and image of capital metropolis of Malaysia. Suppose that Kampung Baru transformed into a modern and advanced country, it will heighten the consistent of betterment of Kuala Lumpur towards as a developed metropolis. The modern design, construction and stuff of high rise edifices give an impact of the ocular to stand for an image of the metropolis. Chapter 3.2: Advantages and disadvantages one time Kampung Baru to be redeveloped Residents of Kampung Baru have to consider of the advantages and disadvantages one time Kampung Baru to be redeveloped. One of the important effects of the alterations to Kampung Baru is maximize the value of land. In term of merely being dual floor houses, it can be developed vertically. For case, high rise commercial edifices, office, five star hotel or flat. Not merely cut down the land usage, and besides fulfil the demands of big population in the metropolis. Besides that, concern market besides have a batch of possible among this commercial country. The people who live in this country have a high degree of ingestion and quality of life. They would pass a batch for epicurean disbursals. In add-on, while working the bigger commercial market, it besides increases the employment chance every bit good. It helps to work out the job of extra unemployment which happened in our state. Ample employee can heighten the productiveness expeditiously. Furthermore, owing to this country is tourist attractive force, so that it brings economic system consequence to the metropolis. Figure 3.2: Alone character of traditional houses On the contrary, continuing Kampung Baru has its unmeasurable bing value. It is difficult to conceive of that an country with such a rich heritage and alone character ( Figure 3.2 ) if razed to the land. Many of the traditional houses of Kampung Baru are dated back to the early 1900s. The peculiar and original features can’t be replaced by any unreal engineering presents. If Kampung Baru is turned into a concrete jungle, it will lose all its attractive force as a Centre for Malay heritage. Furthermore, the cultural component in Kampung Baru has influenced, straight or indirectly, among the community. They hold profound feelings toward their civilization and relationship with vicinity. Woman love to portion their delightful dishes with their neighbors while kids chum uping around the kampung. This sort of sentiment dramas as an of import function in the development of Kampung Baru. There is no uncertainty that the people of Kampung Baru want development, but at the same clip the individuality of Kampung Baru as a Malay community must be maintained. Chapter 3.3: Comparison with the Singapore urban planning Figure 3.3: Singapore urban planning By detecting and look intoing Singapore urban planning ( Figure 3.3 ) , they wholly did a good occupation in this little state. Singapore originally is merely a little and lag behind state. After the World War II, Centre of Singapore faced really terrible urban troubles which are overcrowding, lodging deficit and insanitary life conditions. It caused a batch of unemployment job, infective disease and societal offense. In 1958s, the authorities comes out with a construct program [ 2 ] that makes full usage of land by reapportioning the countries severally. In the beginning of urban development, it appears two distinguishable countries which are greenwaies and new town country. First measure is to construct more public lodging in new town country. The decentralised policy leads the population and industry in the metropolis Centre displacement to other topographic point. It creates a balance and mean distribution of population and solved the lacking of lodging jobs. In the cardinal country, a big sum of stores, office, shopping Centre and epicurean flat occurred. Thoroughly downtown metropolis revived bit by bit, Singapore becomes an international finance, commercial centre and touristry attractive force. It speeds up the economic system growing of Singapore. The authorities of Singapore plans their scheme, from construct, counsel, urban planning to commanding, measure by measure implements it. The attitude of listening to the demands of occupant is the cardinal rule to be succeeded. Chapter 4: Decision In decision, Kuala Lumpur as a developing metropolis was improved a batch along the times. Even though Kuala Lumpur is still missing behind in footings of skyline quality compared to bigger metropoliss like Hong Kong, New York, Shanghai or Chicago, but it provides an iconic for its multi-cultural architecture found in traditional and modern edifices in the metropolis. Located within the bosom of aggressive metropolis of Kuala Lumpur, Kampung Baru has struggled to maintain up with monolithic urban development while continuing its traditional heritage. The singularity of this country could non be replaced by any types of trading. The thought of destruction the traditional Malay houses should be taken off. Old structures uncover its historical border and do a contrast with high rise edifice to show the betterment every bit good as development of engineering presents. Attempt to hold a better urban planning and direction in Malaysia, authorities should do an in-depth survey on the scheme of urban planning in Singapore. Mentions Website hypertext transfer protocol: //vincentloy.wordpress.com/tag/city/ hypertext transfer protocol: //www.thestar.com.my/story.aspx/ ? file= % 2F2012 % 2F4 % 2F16 % 2Fcentral % 2F11111102 hypertext transfer protocol: //www.skyscrapercity.com/showthread.php? t=167496 hypertext transfer protocol: //www.dbkl.gov.my/pskl2020/english/urban_design_and_landscape/index.htm hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ hypertext transfer protocol: //www.theedgemalaysia.com/commentary/167862-my-say-kampung-baru-redevelopment-lets-go-for-it.html hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ hypertext transfer protocol: //travel.cnn.com/explorations/escape/kampung-baru-131599 hypertext transfer protocol: //infopedia.nl.sg/articles/SIP_1564_2009-09-08.html hypertext transfer protocol: //lib.iium.edu.my/mom2/cm/content/view/view.jsp? key=mrB8mYjSDrUDQUS5Lamnms8K3SJ42lFB20100225154009406 E-journal hypertext transfer protocol: //e-journal.um.edu.my/filebank/published_article/3295/Vol % 209-4.pdf hypertext transfer protocol: //repo.uum.edu.my/3179/1/S15.pdf Books Dale, O. J. ( 1999 ) . Urban planning in Singapore: The transmutation of a metropolis. Shah Alam, Malaysia: Oxford University Press. Suleiman Mohamed and Lokman Mohd. Zen ( 2000 ) ,Sejarah Kampung Baru: Di Sini Awal Segalanya Bermula Handss, J. ( 1941 ) .The History Of The Malay Agricultural Settlement Kuala Lumpur,From January 1899 to October 1941, Kuala Lumpur. Video hypertext transfer protocol: //fatbidin.com/category/kampung-baru-alaf-baru-aka-new-age-new-village/ Bibliography Website hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ hypertext transfer protocol: //www.skyscrapercity.com/showthread.php? t=246455 hypertext transfer protocol: //en.wikipedia.org/wiki/Urban_planning_in_Singapore hypertext transfer protocol: //infopedia.nl.sg/articles/SIP_1564_2009-09-08.html hypertext transfer protocol: //timesofmylife.wordpress.com/2010/02/04/big-pore-and-small-pore-of-singapore/ Picture credits Figure 1.1: hypertext transfer protocol: //wpwide.com/petronas-twin-towers-kuala-lumpur-malaysia-city-wide-hd-wallpaper/ Figure 1.2: hypertext transfer protocol: //www.malaysiapropertynews.com/2010/08/redeveloping-kampung-baru.html Figure 2.1: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.2: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.3: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.4: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.5: hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ Figure 2.6: hypertext transfer protocol: //www.ouche.org/DesignEcologies/659/ Figure 3.1: hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ Figure 3.2: hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ Figure 3.3: hypertext transfer protocol: //www.singaporetales.co.uk/2013/09/city-gallery.html 1