A Formalist Approach to Eavan Boland’s The River :: Boland River Essays

A Formalist Approach to Eavan Boland’s The River Over the years many different ways of analyzing poetry have been developed. One such approach is the â€Å"New Critical,† or the â€Å"Formalist,† which is based on the writings of Coleridge. The formalist approach is useful because it takes the poem’s form, which may be overlooked, and analyzes it to see what its effect is on the meaning of the poem. There are other aspects taken into consideration, like who the speaker is and how the author incorporates â€Å"ironic awareness† into the poem. Eavan Boland’s message in â€Å"The River† comes across best when looking at the poem with the formalist approach, taking into consideration the speaker and the speaker’s situation, the organic form, and the use of irony. Some aspects may have more importance than others, but all need to be looked at, beginning with the speaker. Using the hints within the poem, I see the speaker as possibly being an adult writing or talking to a parent or some unspecified figure about her early childhood. The speaker could be looking back at a time when someone took her to a river, and she is reporting what she saw. There is textual evidence to support all of these claims. The possibility the speaker is looking back at a childhood experience is shown when she writes, I remember how strange it felt- not having any names for the red oak and the rail and the slantways plunge of the osprey. (6-12) I see the speaker as possibly being a child because the speaker remembers not knowing the actual names of what she saw. A young child wouldn’t know â€Å"rail† or the osprey’s dive, probably using a word such as â€Å"birdie.† The other choice for the speaker is an adult, who is speaking about a time spent at a river in a foreign land. This is the choice I see as most likely possible because the speaker says it feels strange to not know the names, yet as a child I never felt odd because I didn’t know a type of bird.

Analysis of Prince Hamlets Character in William Shakespeares Play Ess

Analysis of Hamlet in William Shakespeare's Play Shakespeare's Hamlet is at the outset a typical revenge play. However, it is possible to see Prince Hamlet as a more complex character as he can be seen as various combinations of a weak revenger, a tragic hero and a political misfit. In order to fully understand the world in which Hamlet finds himself, it is necessary to examine all three of these roles and either dismiss them or justify Hamlet's behavior as a revenger. As a tragic hero, Hamlet displays many typical qualities of a traditional hero in a Elizabethan revenge tragedy. Hamlet is the Prince of Denmark and therefore belongs to a social elite. Hamlet can be described as being too noble to take revenge. As a very well educated scholar of Wittenberg University in Sweden he has to think extensively before taking revenge. He feels the need to question revenge yet he is reluctant to do so rashly without considerable thought "thus conscience does make cowards of us all". We see that this happens in the first few moments of the play when Hamlet doubts the ghost is his father and he needs further prompting and reassurance throughout the play "So art thou to revenge, when thou shalt hear". Hamlet constantly rationalises and stops himself from acting with any degree of passion. This could be seen either as a weakness or as a personal strength. Hamlet can and is frequently described, as a man with a tragic flaw, this being that his tendency to contemplate his actions is not a positive quality but that instead this brings about his downfall. Hamlet appears to many critics to be too much of an intellectual to play the role as a typ... ...d lead to a great deal of isolation with his native Denmark. Apart from Horatio, Hamlet cannot trust anyone, which increases his sense of isolation. My view is that Hamlet fits all the three categories well and that not one of the views: weak revenger, tragic, hero or political misfit, classifies him accurately. He is a combination of all three and at times vacillates between weak revenger and tragic hero, making him particularly venerable and open to attack. The political problems in Denmark are a contributing factor which simply lead Hamlet to his death but have no bearing on his ability to be either a tragic hero or a weak revenger. I think that Hamlet is a tragic hero with a fatal flaw that he think to much, and is too introspective that ultimately leads to his own and other friends and family members' death. Analysis of Prince Hamlet's Character in William Shakespeare's Play Ess Analysis of Hamlet in William Shakespeare's Play Shakespeare's Hamlet is at the outset a typical revenge play. However, it is possible to see Prince Hamlet as a more complex character as he can be seen as various combinations of a weak revenger, a tragic hero and a political misfit. In order to fully understand the world in which Hamlet finds himself, it is necessary to examine all three of these roles and either dismiss them or justify Hamlet's behavior as a revenger. As a tragic hero, Hamlet displays many typical qualities of a traditional hero in a Elizabethan revenge tragedy. Hamlet is the Prince of Denmark and therefore belongs to a social elite. Hamlet can be described as being too noble to take revenge. As a very well educated scholar of Wittenberg University in Sweden he has to think extensively before taking revenge. He feels the need to question revenge yet he is reluctant to do so rashly without considerable thought "thus conscience does make cowards of us all". We see that this happens in the first few moments of the play when Hamlet doubts the ghost is his father and he needs further prompting and reassurance throughout the play "So art thou to revenge, when thou shalt hear". Hamlet constantly rationalises and stops himself from acting with any degree of passion. This could be seen either as a weakness or as a personal strength. Hamlet can and is frequently described, as a man with a tragic flaw, this being that his tendency to contemplate his actions is not a positive quality but that instead this brings about his downfall. Hamlet appears to many critics to be too much of an intellectual to play the role as a typ... ...d lead to a great deal of isolation with his native Denmark. Apart from Horatio, Hamlet cannot trust anyone, which increases his sense of isolation. My view is that Hamlet fits all the three categories well and that not one of the views: weak revenger, tragic, hero or political misfit, classifies him accurately. He is a combination of all three and at times vacillates between weak revenger and tragic hero, making him particularly venerable and open to attack. The political problems in Denmark are a contributing factor which simply lead Hamlet to his death but have no bearing on his ability to be either a tragic hero or a weak revenger. I think that Hamlet is a tragic hero with a fatal flaw that he think to much, and is too introspective that ultimately leads to his own and other friends and family members' death.

Penney

A 19% decline in same store sales took place in the first quarter of 2012 for J. C. Penny; followed by 350 employee layoffs and the departure of President Michael Francis (Turner, 2012). This led to a prototype of their new store concept in order to save the company. CEO Ron Johnson, responsible for the redesign of Apple stores, was bought on as part of the team to make this turnaround successful. Unfortunately, Johnson struggled to implement his new company vision to make this transformation which was originally dependent on discounts and coupons to drive sales.Johnson launched a three-tiered pricing scheme meant to make the shopping experience simpler and attract more customers. Advertising and direct mall received new eye catching attention. Also the company changed the concept of constantly have sales to consistently having lower prices. Incomplete execution of the change is why the intended results failed to produce (Basin,2013). A complete transformation was attempted by J. C. Penny, but failed to instill every customer touch-point. Merchandising, Marketing, Customer Service, Store Environment, and its new character were the areas that needed 100% focus and planning.The most important agents of change, the employees, had not been completely brought on board. This being the case, the strategy failed to generate the urgency and excitement required to make the change successful with employees and customers. â€Å"One of the big mistakes was perhaps too much change too quickly without adequate testing on what the Impact would be,† said Bill Cancan, the principal shareholder of J. C. Penny(Edwards, 2013). As good as Johnny's Intentions really were, he was not experienced with bringing a retail store above ground.The director image is the image that best suits this organizational situation of changing how J. C. Operates on a day-to-day basis. This image is based on an image of management as control and of outcomes being achievable (Palmer, 2009). It is u p to the change manager Monsoons) to direct the organization (J. C. Penny) in specific ways to reach the desired outcome. It is assumed that the change is a well-planned choice that managers make and the well-being and survival of J. C. Penny depends on them. The objective is to be a better-performing, better-aligning organization.You cannot change the organizational culture without knowing where your organization wants to be or what elements of the current organizational culture need to change. When an organizational culture Is already established, people must unlearn the old values, assumptions, and behaviors before they can learn the new ones. Executives must lead the change by changing their own behaviors. It is extremely important for change. Members of the organization must clearly understand what is expected of them, and must know how to actually do the new behaviors, once they have been defined.The culture of the change is that the sales have plummeted significantly, employe e layoffs, and the departure of the president (Townsend, 2013). The role culture played in the change is that the economy changes and so do people and what hey desire. What might have worked in the retail business one year might not work the next. The changes that took place in the J. C. Penny Company were most definitely Second order, discontinuous change. This change â€Å"is transformational, radical, and fundamentally alters the organization at its core† (Palmer, 2009).What Johnson is trying to do is seen as large-scale and disruptive, and so is second-order change. J. C. Penny is transforming the nature of their organization, not developing. This is already an established and well known company; it Just needs to turn itself around to be saved. For example, if we were to go skydiving it wouldn't be successful to Jump out while we were not flying. Therefore in order to arrive at a successful place to make the Jump, we have to stay in the same plane and fly around to move t o the right spot. Johnson is a new face to the company and customers and should not come in and totally throw out all things â€Å"old†.Instead of this drastic change to wipe out all that is old, the old and new should be integrated. Not everything that is old is broken and it once worked perfectly fine. However since the beginning of the business opening there have been changes, and now they Just aren't working. Empowerment and teamwork should be seen as assisting in the development of functional and divisional structures rather than replacing them† (Palmer, 2009). Since this major change is restructuring and reengineering, this is altering the basic functioning of the company and therefore is transformational.In order to deal with highly competitive changes in the business environment, producing a fundamental reorientation of J. C. Penny is needed. Some of the key challenges with J. C. Penny are increasing quality and customer value, enhancing innovation, motivating s taff, and enhancing competitive advantage. These challenges can easily be met if the right rationales are put in place. To increase quality and customer value Johnson needs to increase customers' expectations (Palmer, 2009). Without customers, retail store would be non-existent. Enhancing innovation needs to meet customers' expectations.Customers' Expectations are hard to only assume without doing proper planning. Motivating staff needs to gain effective contributions. This is one of J. C. Penny's horrible faults. The employees were not properly trained and knowledgeable about the new changes. Being excited about the opportunities of a many and being able to convey that message to current and future customers is everything when a new system is rolled out. The method for implementing the change was simple, or so Johnson thought. Johnson thought it made sense to cut to the chase by listing realistic prices from the get-go and foregoing nonstop sales.It does make logical sense. However , customers are often drawn to stores not by the promise of fair pricing, but by the lure of hunting for deals using coupons and price markdowns. The â€Å"How Much You Saved† line at the bottom of the receipt serving as a score is nice to look at until one day it disappears. Even Johnson acknowledged the mistake the stores had made when sales started falling even more in summer 2012 be known as having consistently low prices. The vision of the company is the most important thing to know so you know where to start with plans, objectives, and budgets (Palmer, 2009).Vision usually paints a picture of the future and is inspirational. If J. C. Penny had a well-specified market vision, this would have helped to identify how the company would have grown and competed. Meaning is created throughout the organization about what it is the organization does when the vision is aligned with the internal dimension of organizational beliefs and values (Palmer, 2009). The change that J. C. Pe nny went through was communicated poorly. J. C. Penny failed to insure every customer touch-point. Customer service, Marketing, Merchandising, store environment, and employees were not fully developed (Edwards ,2013).The biggest downfall was the employees not being fully onboard. If employees are confused or unsure about a new change than it would be impossible to share this with someone else. This caused a lack of urgency and excitement that the company needed to make the change successful. On a scale of 1-10 of the change agent's work in the execution of the new vision for J. C. Penny, I would give him a 2. While his intentions were good and he thought he had the experience needed, he failed to research what customers really wanted. He guessed.He assumed he knew exactly what had to be done based on how he feels as a customer, but everyone is different and likes different things. Nut and Babcock identified three different approaches for crafting a vision and the leader-dominated ap proach fits the description of the J. C. Penny situation (Palmer ,2009). In this approach the CEO revived the strategic vision for the organization. This is similar to the â€Å"telling† and â€Å"selling† strategies. Telling is when the CEO creates the vision and gives it to staff. It is used when involvement is not seen as important. This is where Johnson went wrong.He took on all of this by himself and didn't want involvement from the rest of the company so much that the employees themselves were confused about the new vision and what to do with it. â€Å"Selling† on the other hand is when the CEO has a vision that he or she wishes to sell to staff (Palmer, 2009). He didn't include the staff and that was a major problem. This is used when the CEO is attracted to the vision and wants others in the organization to adopt it. If Johnson would've done both the â€Å"telling† and the â€Å"selling,† then maybe this would have had a different outcome.M aking J. C. Penny a leader in style with good products and honest business practices would've helped increase success of the project. Leaders must make sure that the entire organization understands the business case for change. Everyone must understand why the change needs to be made. Johnson should over- communicate the business case for the change so that people will believe that it's OTOH real and urgent. Also J. C. Penny must be certain that all levels of leadership are on board with the change and are communicating the same message.Deadlines will probably be missed and excuses will be made for not implementing the new changes if employees do not feel confident in what they are supposed to be supporting. Have we sufficiently rallied the troops? Do they all clearly understand the opportunity ahead? Are they excited by the opportunity and know how they can help the company succeed? These are some good questions that need to be addressed when taking steps to increase the success of the project. Coping with hyperactive business internal and external strategic collaboration is a way to be able to plan everything out thoroughly (Palmer ,2009).Outsourcing of activities in which the organization has no distinctive competence is very important to get rid of things that are not needed in the J. C. Penny vision. Empowerment is the introductions of mechanisms to provide employees with the authority, resources, and encouragement to take action. This recommendation keeps popping up but it is the most important thing with following through with a big change. Another recommendation is to reduce internal and external boundaries. This reduction helps to encourage communication and resource sharing (Palmer, 2009) as there wasn't much communication going on at all.Use techniques to focus people's attention on the importance of change to meet the challenges of J. C. Penny. Also Johnson could use multiple channels to constantly communicate the vision that Johnson created for th e big system change (Moratoriums, 2013). Becoming informed and helping the CEO and leadership team to articulate personal vision for the future of the organization by examining external impacts, trends, and core beliefs. Also visit the future and think ahead five years about the reputation, what competitors and customers think of you, contribution to the community, and what people will say about your company (Palmer, 2009).To ensure the success of any company, the proper steps need to be followed even if it takes longer than you originally planned. Skipping steps might get you there faster but it will hurt your business in the long run. J. C. Penny is still currently trying to get back on track. J. C. Penny's largest challenge going forward is whether it can capture market share from Macy's and other mid-tier retailers and eve from losses to profitability.

Energy Technology Data Center Migration Case Study Solution

Advantage Energy Technology Data Center Migration* Brian Smith, electronic network administrator at Advanced Energy Technology (AET),has been given the responsibility of implementing the migration of a large data center to a new office location. Careful planning is needed beca aim AET operates in the highly competitive petroleum industry. AET is one of five field computer software companies that provide an accounting and business management box for oil jobbers and gasoline distributors.A few years ago, AET jumped into the practical application service provider world. Their large data center provides clients with outback(a) access to AETs complete suite of application software systems. Traditionally, one of AETs primary competitive advantages has been the companys trademark IT reliability. Due to the compositeity of this regard, Brian will have to use a parallel method of implementation. Although this will increase intention costs, a parallel approach is essential if reliability is no t to be compromised.Currently, AETs data center is located on the second floor of a renovated old bank mental synthesis in downtown Corvallis, Oregon. The company is moving to a new, one-level construction located in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the line by the Vice-President of Operations, Dan Whitmore, with the following guidelines: From start to finish, it is anticipated the entire determine will take three to four months to complete. It is essential that AETs 235 clients suffer no downtime.Whitmore advises Brian to come back to the Executive delegacy on February 15, with a presentation on the background signal of the project that includes costs, firstcut timeline, and proposed project team members. Brian had some preliminary discussions with some of AETs managers and directors from each of the functional departments and then arranged for a full-day scope meeting on February 4 with a fe w of the managers and technical†¦ If you expect to get a full essay, order it on our website Outline / Highlights: Case Advantage Energy Technology Data Center Migration Brian smith network administratorAdvanced Energy Technology (AET) Implementing migration of large data center to a new office location Petroleum industry 1 of 5 national software companies that provide accounting and business management package for oil jabbers and gasoline distributors Provide remote access to AET’s complete suite of software Due to complexity use parallel method of implementation – This will lead to high project costs / but provide reliability Continue to provide IT reliability Currently AET’s data center is located on 2nd floor of old renovated bank building in downtown Corvallis, Oregon Company is moving to new 1-story bldg. ndustrial complex at Corvallis International Airport on February 1st. Assigned task by Vice-President of Operations, Dan Whitmore Completion date is 3 – 4 months.Complete no later than June 1st 235 clients suffer no downtime Come back on Feb 15th with presentation of Project Scope INCLUDING cost, ‘first cut† timeline and proposed project team members Full Scope Meeting Feb 4th with Managers, technical representatives from Operations, Systems, facilities, and applications SCOPE IS: 3 – 4 months is a feasible project timeline and 1st cut estimate is $80,000. 00 – $90,000. 0 (includes infrastructure upgrade to new site) Critical no downtime – Need to rely on remote disaster recovery â€Å"hot† site for full functionality Personnel Brian is Project Manager 1 person each from: facilities Operations Systems Operations Telecommunications Systems Applications Customer Service First meeting with team is March 1st. This is the initial task After meeting hire contractors to renovate new data center Also need to figure out how to design the network Screening and hiring contractor will take 1 w eek. Network Design 2 weeks Needs new ventilation system has lead time of 3 weeksNeeds Ambient temperature of 67 degrees for equipment Order racks for switches, servers, and other network devices Racks have two-week delivery time Replace all power supplies and data cables NEED TO ORDER (1 week time frame to order lead time) Ventilation and racks need to be done first Time frame for ventilation system is 1 week Time frame for racks installation is 3 weeks Construction will take 20 days Once construction begins and before Brian installs the ventilation system, and racks, the city inspector must approve the construction of the raised floor.City Inspector will take two days to inspect Infrastructure Once construction begins it will take 20 days After city inspection and after new power supplies and cables have arrived Brian can install power supplies and run the cables Estimation of completion is 5 days to install the power supplies and 1 week to install data cables NEED SWITCHOVER APPR OVAL from all functional units before taking network offline, and switching to hot site Meetings with all functional units will take 1 week. During this time check voltage and make sure it is sufficient Requires 1 day.After completion of power check it will take one week to install test servers, batteries need to be charged, ventilation installed, test servers up and running before Management can sign off that new infrastructure is safe. THIS WILL TAKE 2 days Then sign off systems check, taking one day of intense meetings and then set official date of network move. Move will take place on weekend in 2 days. Assignment is:1. Generate a priority matrix for AET’s system move2. Develop a WBS for Brian’s project. Include duration (days) and predecessors3. Using a project planning tool, generate a network diagram for this entire project. ote: Base your plan on the following guidelines: 8 hour days, 7 day weeks, no holiday breaks, March 1st, 2010 is the project start date. As signment requirements This Portfolio Project will consist of a scholarly paper (in APA format) and a PowerPoint presentation. You may select any case study (other than those used in other class assignments) or a case study from another source (must be approved in advance by the instructor). You should write your paper and make your presentation from the standpoint of a hired business consultant. The project will address the following elements: (1) What is the current situation? 2) What needed to happen? (3) What are the constraints? (4) What resources are required? (5) Who is responsible for the resources? (6) What is the timeframe of the project (including sequencing of sub tasks)? (7) What are the costs associated with the project (or not doing the project, or even failing)? (8) What is the return on investment for the project? (9) What is the risk assessment for the project? (10) What is the method for tracking the progress of the project? For the project, you are required to pre sent a summary of the case study.This summary should contain enough information so the reader understands the situation presented in the case study. You will then complete all the questions presented with the case study (as applicable). While all the questions, including the 10 elements listed above, need to be answered within your paper; please do not just list the questions and then the answers. You are expected to incorporate the questions presented in your discussion. The PowerPoint presentation will be based on your paper. This is where you will present the findings of your research.You PowerPoint will need to present the current situation and then present your findings and solutions. There should be no new information in your PowerPoint presentations as you are presenting your paper. Your presentation should last 10 – 15 minutes (based on the content of the â€Å"script†). The main body of your paper is expected to be at least 10 pages. (You will have several cha rts and diagrams in your paper to address the elements above. ) In addition, you will need to use at least five (5) external resources to support your recommendations and findings. At least three (3) of these resources need to come from the school online library.

Destin Brass Products

Destin Brass Products Co. Case 1. Cost: Material $22 Set-up Labor $0. 48 Direct Labor $6. 4 Machine Depreciation (0. 2 hours per unit *$25 per hour of use) $5 Receiving and Material Handing (78% * $220000/4000) $42. Engineering (50%*$100000/4000) $12. 5 Packing and Shipping (73%*$60000/4000) $10. 95 Maintenance (7%*$30000/4000) $0. 525 Total Cost per Flow Controller $100. 755 2 Cost| Traditional| Revised| ABC| Set-up| 16. 45%| 71. 43%| 71. 43%| Machine Depreciation| 16. 45%| 7. 4%| 7. 4%| Receiving & Handling| 16. 45%| 19. 2%| 78%|Engineering| 16. 45%| 7. 4%| 50%| Packing & Shipping| 16. 45%| 7. 4%| 73%| Maintenance| 16. 45%| 7. 4%| 7%| 0. 4*4000*16/9725*16 = 16. 45% 12*10/168 = 71. 43% 0. 2 * 4000/10800 = 7. 4% 3. Under the traditional cost accounting system, the company allocated the total overhead cost assigned to production on the basis of production-run labor cost. The unit labor cost of flow controllers is $6. 4. The unit overhead cost allocated to it is only $28. 10. When u sing the revised cost accounting system, the company allocated the overhead cost based on machine hours.The machine hour of flow controllers is the lowest among the three products. So whether the company uses direct labor dollars or machine hours, the overhead costs allocated to flow controllers are relatively low since they consume less of this cost basis. When use ABC system, the company allocates the overhead cost on the basis of transactions. Among all the products, the company spends 78% of its receiving and materials handling, 73% of packing and shipping and 50% of engineering efforts on flow controllers.Since flow controller production use most of the transactions, the costs assigned to flow controllers are higher under ABC than they are under the traditional cost accounting system. 4. After using the ABC costing system, more overhead costs are allocated to flow controllers and less to valves and pump. Since other factors are stay the same, the net income for valves and pumps will increase and the net income for flow controllers will decrease. Income does not change.

Alternative Medicine and Unit Learning Outcome Essay

It is important to have a holistic approach to managing pain and discomfort by looking at the situation as a whole. Not just the physical side but also the mental, emotional, spiritual and social needs. Conventional medicine, alternative and complementary therapies can be used as options to relieve pain and other symptoms if desired. The care plan has been made with information which supports their lifestyle and culture. The purpose is to bring comfort, dignity and peace to the clients as well as support to their family members. 11. 2Describe different approaches to alleviate pain and minimise discomfort Answer Use drugs such as paracetamol, morphine, and ibuprofen. Use physical methods like hot water bottle, massage, cooling with ice, repositioning. Exercise methods such as walking around or taking other exercises, having a chat or doing something else to distract from pain. Alternative therapies such as aromatherapy, homeopathic medicine, reflexology, acupuncture, yoga – these therapies should be used only where care professional agrees with the beneficial effects. 11. 3Outline agreed ways of working that relate to man-aging pain and discomfort Answer Before using any of the methods to manage pain, the client needs to be assessed, as every kind of pain relief can be harmful, care plan and policies and procedures always have to be followed and necessary precautions have to be taken. 22. 1Describe how pain and discomfort may affect an individual’s wellbeing and communication Answer 22. 2Encourage an individual to express feelings of dis-comfort or pain Answer 22. 3Encourage an individual to use self-help methods of pain control Answer 22. 4Assist an individual to be positioned safely and com-fortably Answer 22. 5Carry out agreed measures to alleviate pain and discomfort Answer 33. 1Carry out required monitoring activities relating to management of an individual’s pain or discomfort Answer 33. 2Complete records in required ways Answer 33. 3Report findings and concerns as required Answer The above is an accurate record of the questioning. Learner signature:Date: Assessor signature:Date:

An Evaluation Of The Calvin Klein

An Evaluation Of The Calvin Klein The multiple definitions and understanding of the term ‘brand’ have created difficulties in creating a ‘grand theory’ for brands (i21). The meaning of brands has been continually changing as new understandings of the term emerge and replace the older understandings (i21). While a production centered brand theory focused on the creation process, especially the design, logo and advertising campaigns, the consumption centered brand theory emphasizes on the interpretation of brands by the customers (i3). Presently the brand theory has shifted from being production-centered, by differentiating products or services from its competitors, to becoming consumption-centered, by differentiating consumers from each other (i3) into different brand tribes. According to Aaker (1993 in 2), a brand represents a name, sign, symbol, design or a combination of such elements which uniquely identify and differentiate particular products or services from others. However, a brand i s distinct from a company’s name or trademark (i2) and unlike a trademark, which is a tangible item of intellectual property, a brand additionally incorporates the intangibles like identity, personality, associations and meanings; for example, Pepsi is portrayed as the â€Å"choice of new generation† suggesting Coca-Cola as an historical brand (i2, i3). In present scenario, different formats of brands exist, whether as family brands like Heinz, where each product exists under a single name or as standalone brands as in case of Unilever (i2) where each brand demonstrates an individual identity. Nevertheless, the aim of brands is to develop relationships with customers by creating value propositions related to functional, emotional or self-expressive advantages (Aaker, 1996 in 2). Today brands are acknowledged as assets on balance sheets similar to the values assigned to tangible properties. Private labels are the products produced under a retailer’s account and s old under the retailer’s brand or another brands through specific retail chains or retailers (pl2). Such products that are natural extensions of other product lines are ideal private-label products and they can build value and recognition from the customers. Private label products are usually not advertised and cheaper than the similar branded products as the entrance cost of such products at the sales points are eliminated. Hence private labels assume significant importance in times of economic downturns. However, they have also been associated with low quality. But the situation is changing with retailers offering premium private label brands, like the Tesco’s finest range, which compete directly with the national brands on the basis of their quality (private label1) and are now considered to offer high value (pl2). Nevertheless, consumer purchase behavior for private label product is tends to be product specific (Livesay and Lennon, 1978, in pl2). Brand leveraging i s a process which aims at reinforcing a brand by linking it to another person, place, thing or brand (i5). One popular way has been associating a brand with celebrities. Many of the popular fragrances in UK are associated with celebrities like Kate Moss, David all those targeted for women from 30- to- 45 years old and Eternity Moment targeted for young women. Brand extensions into other product classes (Aaker, 1996) can also be used to Leverage Calvin Klein.