History of voice coil of a speaker Research Paper

History of voice coil of a speaker - Research Paper Example A voice coil in a speaker is the loop of a wire connected to the top side of a loudspeaker conduit. Its main function is to give the motive force to the conduit by use of magnetic field created by current passing through it. The common loudspeaker that is currently in use was developed in the 1920s and uses a magnetic force to move a coil that is attached to a diaphragm. Information passing capabilities of a system through a magnetic-core, memory circuits and peripheral magnetic storage and retrieval devices was a challenge that faced traditional scientists. Although the history of voice coil technologies is particularly complex and tumultuous. Voice coil has been made in linear and rotary designs, but the rotary design has become the dominant design because it requires less space (Kamm, 1996). A much less expensive mechanism is a stepper motor, in which a shaft rotates in discrete steps to new positions in response to changes in the surrounding magnetic field. The functioning of the voice coil and related associates is closely related to the history of magnetism. It is recorded that around 1820’s a scientist, Hans Christian, demonstrated that magnetism was linked to electric current through the use of a wire carrying an electric current close to a magnetic field. This caused a deflection of the compass needle, which was being used at the tim e of the experiment (Schilders, Vorst, & Rommes, 2008). It is important to note that current flows causes the emergence of a magnetic field in the neighboring field. The history of voice coil indicates how abstract scientists ideas of this device has been ongoing since the invention of magnetism. Before any concrete advances could be made utilizing magnetism, scientists needed new tools and techniques that could be used to hear sound from a speaker (Brauer, 2006). One of the challenge was an inability to construct novel experimental materials with the

Traditional Hmong Ideas of Health and Life Case Study

Traditional Hmong Ideas of Health and Life - Case Study Example Their Health Belief and Practices According to Fadiman (1997), the Hmong fail to believe in Modern Medicine because of their evident distrust of hospitals, especially when a woman decides to deliver a baby at her residence with the assistance of her husband. The husband cuts the â€Å"umbirical cord† of the baby, yet he lacks satisfactory knowledge expected in that field (Fadiman, 1997). According to Hmong traditions, a woman should avoid ponds and lakes in fear of the spirits that lurk within them. Indeed, her mother in law and husband should guide her during labour. Her husband carries out succeeding births and, when a problem occurs, assistance from the third party is an option. The woman giving birth is expected to be silent irrespective of the pain she is experiencing in order not to scare the baby. Before the pregnancy a â€Å"shaman†, who is a spiritual healer, consults the expectant woman. If she has doubts on her safety at some stage while delivering, the †Å"shaman† will conduct a ritual to cast off all evil spirits the woman presumes harmful to her (Fadiman, 1997). His aides assist him as he enters into a stupor when his soul departs from him to restore the woman’s lost soul. Her freedom from the evil spirits is shown by tying strings on her wrist and a copper bracelet to protect her against bad spirits. If the woman’s child bearing is extremely painful, undertaking certain rituals is imminent; those can include: drinking water with a key in the cup to unlock the birth canal or making attached dolls of paper, then ritually cutting them to take apart the baby’s soul and that of her mother (Fadiman, 1997). Hmong women and men believe that evil spirits are liable for several sicknesses being evident in simple things, such as a fall, stolen or even traded by these spirits. According to Fadiman (2009), Lias’ parents believe that her epileptic condition happened because Lias’ older sister had slamme d the door. This resulted in her soul being frightened to the extent of escaping her body which, in turn, led to epilepsy. Hmong people believe that if the soul abandons the body, a person can become epileptic or even die. A patient’s treatment is reunification with his/her soul through a ceremony conducted by the â€Å"shaman†. The shaman will release the spirit from its world back to the body of the affected. In the case of the person’s spirit being stolen or sold, ceremonies are orchestrated to encourage the evil spirit to return the soul to her body. According to Fadiman (2009), the Lee family carried out similar acts in order to reunite Lias’ soul to her body. The distrust of the Hmong people in Western medicine brought about medical anthro by the Western world of the Hmong people. Additionally, there are beliefs associated with a child’s health concept. Children born with physical disabilities witness the fate of their former lives or that of their parents or ancestors. When there is a recurrence of a certain disease in a family, such as deafness or mental illness, they are to be suffering a curse. They assume a person’s ancestors to have mocked a person undergoing that condition prior to his/her birth. Therefore, a superior spirit forces a similar disease upon them. Hmong people consider children born with elongated head shapes are special. It is their conviction that these children have mystical powers, like anticipating the future, and are

How multi agencies work together Essay Example for Free

How multi agencies work together Essay There are many agencies that we work with to help with children and young peoples development. When we look at behavioural development, social interactions and speech development all these agencies link together. We use nursery transition days to help the child settle into their new environments and arrange intake visits and meetings with the school for a smoother transition. Social services is used if we have any concerns of a childs well being so then police and a designated social worker would also be involved. The health team are always on hand to help if any families need support with parenting or any development issues. They will then offer parents appropriate courses such as nurturing. At Playgroup we can point in the right direction of any help needed such as our family intervention officers who go into the family homes and will discuss any problems families may have. We run a language and play session which families are invited to where they can enjoy some one to one time with their child to do various activities that will enhance development and build parents confidence too. We have various teachers who can give us support too that work within flying start that can give advice on childrens development and help observe children if we feel there are any problems. Also we can offer one to one support to children if they need it as many of us have had relevant training through senco. We work with health visitors on a daily basis as they are in the same building as us. They give us all relevant information on new children due to start and if there are any concerns with children already with us. We would discuss any issues we have with any children to the designated health visitor of the child as they have all relevant information on that child. Sogs assessments are a good way to see if a child is lacking in any developmental stage and these are used to determine if any outside agencies are called in to discuss anything further. We have also worked closely with social services and have attested child protection conferences. These help us understand what is going on with the child in their home environment and will help us understand if there have been changes in the childs development at Playgroup too. We are able to keep all information confidential and it is only available to the relevant people involved. All staff are made aware of any children that are put on the child protection  list and all staff have their child protection training updated so we are aware of what we do if we are unsure of a childs well being.

Effects of Honey as a Treatment for Acne

Effects of Honey as a Treatment for Acne Kanuka Randomised Controlled Trial Critical Appraisal Acne, a common inflammatory cutaneous disease, with a recent analysis reporting an 85% prevalence in those aged between 12 and 24 years of age in the USA. A new treatment option could prove successful if alongside being efficacious avoids the many shortcomings of current treatment options e.g. antibiotics, hormone-therapy etc. These treatment options are ineffective in some sufferers, thus are untenable in improving patient care outcomes. Methodology The papers objective: To investigate the efficacy of Honevo, a topical 90% medical-grade kanuka honey, and 10% glycerine (honey product) as a treatment for facial acne, is a strong foundation whereupon to run a trial. Establishing inclusion criteria prior to participant selection optimise the overall validity; the criteria comprises of a clinical diagnosis of acne and a score of two or more on a Investigators Global Assessment (IGA) scale. Conversely participant exclusion criteria was extensive, being clearly delineated, precluding sufferers with systemic illness, those currently or recently taking topical corticosteroids and antibiotics in the previous 4 weeks. There were 136 selected participants between the ages of 16 40, who were randomised to the honey product group arms using a concealed computer-generated sequence, this randomisation algorithm was used to eliminate bias, accidental or otherwise. Opaque envelopes were used to preserve participant allocation concealment, thus preventing researchers influencing outcomes through preceding knowledge of research outcomes. Furthermore, potential for bias was minimised by having a second investigator perform the IGA at each visit without knowledge of participant treatment allocation. In my opinion the sample size seems sufficient, the size allows for equal randomisation to both treatment arms. Furthermore, recruitment of 136 participants allows for a build-in quantity to account for a 10% dropout rate, accounting for up to 13.6 (14) withdrawals. The study has predetermined specific criteria that it will use to define success when considering the primary outcome aim, the researchers defines success as a à ¢Ã¢â‚¬ °Ã‚ ¥2 point decrease in IGA score from baseline at 12à ¢Ã¢â€š ¬Ã¢â‚¬ ¦weeks. There were also several secondary outcomes, summarised as follows: the average IGA score at weeks 12 and 14;an overall change in acne using a visual analogue scale (VAS); overall VAS severity at week 4 when contrasted to baseline; applications per day; weekly-reported severity using a VAS scale; and withdrawing participation should acne worsen. RCTs have several points of interest when contrasted with other study types, commonly allowing for optimal assessment of efficacy, randomisation to abstain from confounding the results, and minimisation of bias by allocation disguise and blinding. The kanuka-based treatment has an intrinsic impediment in its appearance and smell; the innate restriction of this study prevented comprehensive blinding of members and researchers, which diminishes the studies adequacy when contrasted with comparable RCTs. This issue was tempered by blinding the researchers in charge of measuring the primary result variable. The blinding of the assessors producing the results considered allowed for the avoidance of assessment bias. By providing a thorough methodology section, this research is reproducible, this was done by providing the treatment regime, number of assessments conducted, and the interval between these assessments. It is stated by the author that the setting was Outpatient primary care from 3 New Zealand localities, albeit rather vague as New Zealand covers a wide area. The issue of adherence and compliance in this study was addressed, treatment constituted twice daily application to affected areas for 30 and 60 minutes. Participant adherence was important, this is supported via daily recording of applications with a check for diary completeness at each visit. Outcomes The researchers calculated 80% power at 5% significance to detect an absolute difference of 25% responders. It is therefore possible to infer that the study had an 80% chance of identifying any treatment effect, with less than a 5% risk that this was due to chance. The primary outcome of participants showing a à ¢Ã¢â‚¬ °Ã‚ ¥2 improvement in IGA assessment at week 12 reveals that only a very small proportion of participants showed an improvement. Compared with baseline only, or the Hodges-Lehmann estimator with 95% Confidence Limit showed a 4.2 (0.5 to 39.3), with a p=0.17; in the honey product group there were 4/53 (7.6%) participants and 1/53 (1.9%) participants in the control group who met the primary outcome. Participant withdrawal must be considered, with 15 and 14 participants who withdrew from the honey product group and control group, respectively. The outcomes at week 12 show marginal improvement in the honey product group compared to the control group. This is shown in the proportional odds logistic regression for the IGA score at week 12, which estimated the OR (95% Cl) for improvement of 1.4 (0.7 to 2.9), p=0.33, without adjustment for baseline, and 2.0 (CI 0.9 to 4.2), p=0.075, after adjustment. In regards to daily self-reported use of treatment, it was found that using the The Hodges-Lehmann estimate (95% Cl), between the two study groups was à ¢Ã‹â€ Ã¢â‚¬â„¢7 (à ¢Ã‹â€ Ã¢â‚¬â„¢13 to à ¢Ã‹â€ Ã¢â‚¬â„¢1), p=0.01, with honey product users having less applications. When considering the IGA results, there is a prominent difference in the responses amongst the participants, some participant results would indicate a worsening of symptoms. When considering whether the secondary outcomes were efficacious there was no evidence found to support the use of the honey based product as a treatment option. Subject-rated improvement according to a VAS at both weeks 4 and 12 was better overall for the honey treatment. Bias is an issue with the VAS as it wasnt possible to mask which participants were using the honey based treatment. There may be a type 1 error rate inflation with this variable as it was also an outcome other secondary outcome variables. Conclusions This study has given a sound premise to methodological and factual contemplations that will be worthwhile for planning comparative studies, maybe helping in defeating the inadequacies inside this study. When contrasted with current treatment options, this study doesnt give much evidentiary support to the therapeutic utilization of kanuka honey with 10% glycerine in the treatment of acne. Advances within this field are fundamental for improving patient care, in my opinion I would recommend waiting until further research has been conducted contrasting kanuka as a treatment alternative against other treatment choices. Word Count: 1085 I am aware of the requirements of good academic practice and the potential penalties for any breaches.

Statement of Educational Goals and Philosophy Essay -- Philosophy of E

Statement of Educational Goals and Philosophy As children we have many goals and dreams. Eventually, the time comes when we have to make a career decision based on our interests and goals. The choices that we make now will have a lasting effect on our lives. Like most college students I have explored many career options, but I am always lead back to the education field. Teachers have a very difficult job because they have the power to shape and inspire our future nation. Although that can be an intimidating and often scary thought, it also gives me inspiration to move ahead in pursuing my goal of becoming a teacher. I have always had a passion for children. There is nothing like watching a child grow and watching their mind expand as they learn. Teachers play such an important role in a child’s life. They are often the only one who is there to encourage and support them. If I can make a difference in only one child’s life, then I will have fulfilled my purpose of becoming a teacher. Teaching is not only about standing in front of a classroom and showing children how to work a math problem. It involves a whole different element of modeling for children morals such as respect for oneself as well as others, self-discipline, and a positive self-concept. There are many different personalities and levels of learning in a classroom. As a teacher, I plan to know each of my students personality, learning style, and academic level so that I can conform to these needs and create the best learning environment possible for all of my students. The definition of knowledge is the fact or condition of knowing something with familiarity gained through experience or association. The nature of... ...ssignments efficiently. I plan to graduate from Concord in the Spring 2004. After graduation, I plan to enter the masters program at either Concord or West Virginia University. At some point in my career I plan to continue my education and obtain my doctorate in education. The teaching profession offers many benefits in its teacher union, so I plan to join the teacher’s union wherever I will be employed. Teaching is a very rewarding career. I am very excited about completing my education and going into my own classroom. I hope that I can inspire my students and be a positive role model in their life. I want to be an effective teacher who brings out the best in my students; I want to show my students that they can do anything they put their mind to and I want to give them the confidence and the ambition to achieve their goals.

Guilt in Macbeth Essay -- Macbeth essays

Guilt in Macbeth      Ã‚  Ã‚  Ã‚   There is a large burden of guilt carried by Lady Macbeth and Macbeth in Shakespeare's tragedy Macbeth. Let's look at this situation closely in the following essay.    Fanny Kemble in "Lady Macbeth" asserts that Lady Macbeth was unconscious of her guilt, which nevertheless killed her:    A very able article, published some years ago in the National Review, on the character of Lady Macbeth, insists much upon an opinion that she died of remorse, as some palliation of her crimes, and mitigation of our detestation of them. That she died of wickedness would be, I think, a juster verdict. Remorse is consciousness of guilt . . . and that I think Lady Macbeth never had; though the unrecognized pressure of her great guilt killed her. (116-17)    In "Memoranda: Remarks on the Character of Lady Macbeth," Sarah Siddons mentions the guilt and ambition of Lady Macbeth and their effect:    [Re "I have given suck" (1.7.54ff.)] Even here, horrific as she is, she shews herself made by ambition, but not by nature, a perfectly savage creature. The very use of such a tender allusion in the midst of her dreadful language, persuades one unequivocally that she has really felt the maternal yearnings of a mother towards her babe, and that she considered this action the most enormous that ever required the strength of human nerves for its perpetration. Her language to Macbeth is the most potently eloquent that guilt could use.   (56)    Clark and Wright in their Introduction to The Complete Works of William Shakespeare explain how guilt impacts Lady Macbeth:    Having sustained her weaker husband, her own strength gives way; and in sleep, when her will cannot control her thoughts, she is ... ...1957.    Frye, Northrop. Fools of Time: Studies in Shakespearean Tragedy. Toronto, Canada: University of Toronto Press, 1967.    Kemble, Fanny. "Lady Macbeth." Macmillan's Magazine, 17 (February 1868), p. 354-61. Rpt. in Women Reading Shakespeare 1660-1900. Ann Thompson and Sasha Roberts, eds. Manchester, UK: Manchester University Press, 1997.    Shakespeare, William. The Tragedy of Macbeth. http://chemicool.com/Shakespeare/macbeth/full.html, no lin.    Siddons, Sarah. "Memoranda: Remarks on the Character of Lady Macbeth." The Life of Mrs. Siddons. Thomas Campbell. London: Effingham Wilson, 1834. Rpt. in Women Reading Shakespeare 1660-1900. Ann Thompson and Sasha Roberts, eds. Manchester, UK: Manchester University Press, 1997.    Wilson, H. S. On the Design of Shakespearean Tragedy. Toronto, Canada: University of Toronto Press, 1957.

Changing Paradigms of Rebranding Strategies

According to the AMA (American Marketing Association), Brand is a name, term, sign, symbol, design, or a combination of all used to uniquely identify a producer’s goods and services and differentiate them from competitors. Specifically, a brand is a name â€Å"yahoo. com† logo, jingle ‘bus 2 minutes’, â€Å"Maggie†, slogan ‘sense and simplicity’, â€Å"PHILIPS†, package design, spokesperson, color Red color,† Vodafone† which consumers associate with a specific product. REBRANDING-WHAT IS IT?Rebranding occurs when a product or service developed with one brand, company or product line affiliation is marketed or distributed with a new and different identity. It is usually more than simply a change in brand’s logo and other superficial changes and should involve radical changes to the brand name, image marketing strategy and advertising themes. In order to complete Rebranding, several areas should be reviewed includ ing positioning, personality, cluster of values, logo, company, identity and vision prior to the building of a brand.Rebranding can take place for a new product, a mature product, or even developing products. In some cases, a total rebrand may not be necessary but rather a partial rebrand. When a brand has been firmly established but may be outdated or needs refreshing due to new products or services, partial Rebranding may be more appropriate. It is critical that the brand value that’s been developed over the years not be eliminated. Subtle changes to update it may be all that is necessary to get the message across and revitalize sales.It is important to differentiate between Rebranding of a product versus repositioning of a product. Repositioning may involve a change in any of the marketing mix elements in an effort to respond to declining sales or market share. The goal in repositioning is to target existing products at new markets or segments. Repositioning may be part of Rebranding campaign. In contrast, Rebranding should involve a total change to fundamental company elements such as mission statements, values and widely recognized logos in an effort to have the company’s brand accurately reflect what it offers.WHEN SHOULD REBRANDING OCCURS: Rebranding is appropriate and essential under several circumstances in order to ensure success in product and service delivery. Often, a company has adapted their products to keep competitive in the marketplace to the extent the company’s brand may no longer accurately reflect what if offers. In this case, a major brand overhaul is necessary. A large quantity of acquisitions or merging of companies may require Rebranding in order to adequately reflect the new, large company.When is Rebranding necessary? DRIVERS OF REBRANDING: The two major reasons of rebranding are: corporate restructuring and modifying the external perceptions. The following text highlights more drivers that call for rebranding e xercise: †¢ Outliving the usefulness: Sometimes, a brand might outlive the purpose for which it was created. In such a scenario, it is more suitable to change the name of brand and then continue or prune the product depending upon the market requirement. Values change: Sometimes, the value that promoters want to display to the audience through the brands change, and that is why they decide to change the brand name as well. †¢ Mergers and acquisitions: Cases like the merger and acquisitions force the corporates to dawn a new identity for themselves, as it was seen in the case of Air Deccan and Kingfisher. However, while conducting the rebranding exercise, the companies should conduct a thorough analysis of the values and the attributes for which the brand name of the merging companies stand for and then only a new name should be adopted or the old one should be changed. Confused brands: In the case of UTI bank which changed its name to Axis bank, the brand UTI was associate d with many other instituted in different streams financial strength, had to go for rebranding. CONSIDERATIONS FOR REBRANDING: †¢ Through analysis of the target market: A company indulging in a rebranding exercise will not like to indulge into the exercise at the cost of its existing customers. Therefore, a thorough analysis of the profile of the existing customers is warranted. The rebranding exercise may attract new segments of the market but should not drive away the existing segments being served by the market. Nature of brand equity: A thorough analysis of brand equity and the nature of its standing in the eyes of its stakeholders should be conducted before going for dropping an already well established name, because if the new name fails to live up to the expectations of the stakeholders, it may result in a huge loss in terms of the sales and goodwill of the firm and through these two elements, on the value of the firm. †¢ Project Management: It is generally the mark eting department who takes up the leadership role in implementing the rebranding exercise and tries to seek out and surmount the challenges ahead.However, in many cases, it is the board of directors with the external ad agency who decide upon the rebranding exercise and implement it. †¢ Staff Involvement : The staff involvement is seen at various levels of the organization and they are basically consulted to suggest and brain storm on the new brand name and the like. †¢ Customer Involvement: Though not many organizations go for customer feedback before rebranding themselves, feedback is sought in a more subtle and discreet way from the customers. Since confidentially is a concern for such an exercise, the rebranding campaign was not made more broad based.OBSTACLES: †¢ Time consuming: Most of the organizations found brand building time consuming and they failed to estimate the exact time for conducting the exercise. †¢ Internal Resistance: Employee morale is great ly affected by the attitudes associated with the organization they work with, so many a times a change in brand name greatly affects their motivation and willingness to work for their responses. PREREQUISITES OF A SUCCESSFUL REBRANDING EXERCISE. †¢ Clear Vision: The top management should have a clear vision about the organization and the direction in which it wants to take the organization.It also should have a fair idea as to what does it want to achieve through the rebranding exercise. †¢ Engagement of staff: The staff should be engaged at all levels across the organization to have a feeling or unanimity and oneness towards the entire exercise. †¢ Thorough Planning: The rebranding exercise should be thoroughly planned and if need be, contingency plans should be prepared for any crisis. Rebranding is a difficult exercise to execute and it requires a lot of planning and a very minute detailed setting of goals and milestones in the execution phase to ensure the smooth implementation of the rebranding exercise. Adequate Resources: Adequate resources should be provided to the organization in terms of manpower, money and other resources. The complexity in execution; especially in the communication process calls for expert intervention in the entire process and the dispassionate observation and wide knowledge of the experts becomes a necessary in such projects. †¢ Communication: The communication with the stake holders should be consistent, clear and multilateral to win their confidence towards the entire exercise. Impact on the Financial Markets: A firm exists for the maximization of shareholders wealth and it is therefore very important for the organization, to study the short term impact of the rebranding exercise on the financial markets and the organization should plan as to how it is going to deal with the short term impacts on the stock market prices of the rebranding exercise. TYPES OF REBRANDING EXERCISE: 1) Reiterating: These companies need not change their brand name, their names are strong enough and the brand essence has not changed over a period of years. ) Renaming: Some companies may go for renaming themselves to display the change in the ownership structure and to reflect the new owner’s identity in the name or the logo of the company. 3) Redefining: Some companies may go for redefining the qualities and attributes attached to it. It is done to give the company a new direction and also convey to the stake holders a change in the ownership pattern and the new direction of the company. 4) Restarting: These organizations feel a need not only to change the attributes attached to their brands but also the brand names ltogether. This happens when an existing brand departs from or enters into a new product line. 5) Abstract Brand Name: Companies normally go for an abstract brand name, because their abstraction lends them the flexibility of getting associated with other products also. Moreover, it is also s een that service organizations prefer more abstract names as they want to convey more complex messages than the product based organizations. REBRANDING SUCCESS: Several well-known companies have attempted Rebranding in recent years.In some cases the Rebranding effort has been all encompassing for the company and in other cases a few changes were all that were necessary in order to ensure success. Hindustan Unilever limited: Hindustan Lever, a 51. 6 per cent subsidiary of Unilever plc formed in 1956, is the largest FMCG Company in India. It operates in two segments — home and personal care products such as soaps, detergents, oral care products, hair care products, skin care products, cosmetics, deodorants and fragrances, and food and beverages such as tea, coffee, wheat flour, salt, ice creams and culinary products.With a turnover of over US$ 2200 million in 2003, HLL employs over 40,000 people across the country. Coca-Cola India: Coca-Cola is a leading player in the Indian be verage market with a 60 per cent share in the carbonated soft drinks segment, 36 per cent share in fruit drinks segment and 33 per cent share in the packaged water segment. In 2004, Coca-Cola sold 7 billion packs of its brands to more than 230 million consumers across 4,700 towns and 175,000 villages. The company has doubled its volumes and trebled its profits between 2001 and 2004. Coca-Cola continues to re-affirm its commitment to India through active ‘Citizenship Efforts. All its plants in India partner with local NGOs to alleviate local community issues in numerous small ways. It boasts of impeccable credentials on quality. Coca-Cola has succeeded in spite of an extremely price-sensitive consumer with entrenched beverage consumption habits – tea, nimbu-paani (lemonade) and a fragmented and geographically dispersed retail market, and a high tax environment. Intel India: Intel India was established in 1988 in Bangalore, and has now grown to include the maximum number of Intel divisions in any country outside the United States.India’s increasing IT and engineering talent pool, has ensured that the majority of work done at Intel India is software and hardware engineering; and has also established the Intel India Design Centre, as Intel’s largest non-manufacturing site internationally. Intel has over 2,000 employees, of whom 1,200 work at the development centre. Significant market development groups include education and Intel Capital, which helps Intel make strategic investments in technology and online start-ups. Intel has invested US$ 60 million in infrastructure in India. REBRANDING FAILURES:For every successful Rebranding story, there is at least one corresponding failure. The example given below outlines some of the reasons why Rebranding does not always succeed. New Coke: One of the most infamous rebranding failure stories in history is that of New Coke. On April 23, 1985, Coca-Cola Company took one of its biggest risks by anno uncing it was changing the formula for the world’s most popular soft drink. The outcry which followed was heard around the world. The motivation behind the formula change was a shrinking market share which the company believed to be the results of its arch rival Pepsi-Cola.During the 1970’s, the â€Å"Pepsi Challenge† campaign seemed to erode the coke market even further. The company felt compelled to do something as it appeared consumers; particularly the baby boomer market, had a preference for sweeter drinks. Coke experimented with a new sweeter formula and market tests indicated the new formula was preferred overwhelmingly to both regular Coke and Pepsi. A first hint of pending disaster was when focus groups indicated indignation upon finding out they were tasting a possible new Coca-Cola and threatened to stop drinking coke altogether.Nevertheless, the company relied heavily on the market analysis and research and launched new coke in April of 1985. Initial results were promising but the backlash that followed almost took the company down. The company did not factor in the rich, cultural history tied to the original coke. Even though taste tests continued to indicate a preference for the sweeter drink, brand loyalty was staunch for the classic coke and consumers boycotted the new coke as a result. With in 3 months, coca-cola was forced to bring back classic coke, which resulted in a resurgence of sales to bring coca-cola to the fore front once again.Eventually, New Coke became Coke II and is virtually unavailable in distribution today. So what went wrong? Research was extensive, leadership supported the rebranding and an extensive advertising campaign was launched. Perhaps the company should have listened to that minority segment in the focus groups who were offended that Coca-Cola would even think about changing its formula(which it actually did any way when it changed from a sugar sweetness to a more inexpensive high fructose corn s yrup sweetener). This was a hint of the cultural backlash that would result, particularly from the southern U.S. where coke was a part of the regional identity. Perhaps the launch was not successfully implemented. Pepsi was able to strategically maneuver advertising by claiming they had won the cola wars prior to the official launch of New Coke. In addition, Coca-Colas CEO was unprepared for the â€Å"launching news conference resulting in alienation of reporters. He could not answer simple questions about the taste change. What ever the reason New Coke is now history and coke classic with other coke products maintain a lead in overall sales.Volume for the classic brand has risen 24 percent since 1984 making it the No. 1 soft drink in the land since 1987. It is interesting how loyal consumers can be to a brand once you take it away temporarily. The rebranding failure actually led to revitalization of the existing brand and a newfound respect by company leadership for the â€Å"cul ture† surrounding the original Coca-Cola product. MISTAKES MADE WHEN REBRANDING: †¢ Lack of True Change: It is important to remember that rebranding signals change. Your brand is more than your logo or corporate colors.Simply repacking the goods and providing some new designs will not get results you need. Putting a new cover on an old book doesn’t make it new. Brands include every thing from customer perception and experience to quality, look and feel, customer care and retail and web environments. Make sure the changes instilled are all encompassing or customers will catch on quick and make a fast departure. †¢ Lack of Quality Research: Research is required in order to be able to establish a plan for rebranding. Current and prospective customers must be involved when creating solutions.Knowing customer attitudes and desires is essential in order to deliver the product they want in the way they want it delivered. In addition, research should be interpreted cu rrently or the rebranding efforts can take a wrong direction. Coca-cola performed extensive research but discounted a portion of it which ultimately became very important foreshadowing of things to come. †¢ Ignoring Brand Equity: By ignoring existing brand equity when rebranding, a company faces the risk of alienating and subsequently losing existing loyal customers. This was evident during the attempted rebranding of coke.The company assumed all customers would like and want the taste of new coke because they didn’t understand the extent of the current brand loyalty. AT & T took this into consideration after merging with Southwestern Bell to ensure customers were comfortable and unconcerned about any loss of service. †¢ Basing Rebranding on Advertising: Just as rebranding is not simply repacking the product, neither is it simply the advertising campaign. Brand strategy should be the core item leading advertising; advertising should not lead brand strategy.Interesti ngly, some rebranding efforts may not include traditional advertising. Make sure the rebranding campaign is more than advertising or nothing will change for the company. †¢ Inability to Analyze the Positioning: The literature revealed that ‘Repositioning’ is one of the most important drivers for rebranding. Positioning is not what company does with the product; it’s all about what they do with the mind of the target audience, and what customers think about the company. So, it is vital for rebranding to clarify and refine the positioning.Both the present as well as desired positioning of the company should be apparent. †¢ Lack of Top Level Support: Even though the rebranding may be born in the marketing department, it should be owned and supported by the top level managers especially the CEO. The CEO (Chief Executive Officer) is the only authority who can drive change in all the functional areas across the organization. The CEO needs to set the vision an d lead rebranding to ensure that Product, Service & People are aligned and determined to deliver the implied promises through rebranding. CONCLUSION:As branding trends continue to evolve, rebranding success seems to depend on the ability to adapt to the rapidly evolving media environment and taking advantage of new opportunities to reach the target audience. In order to remain competitive, companies will need to embrace â€Å"hot† media to spread the message to younger and techsavvy customers. New methods include blogs, pod casts, mobile phone-based programming, and social networks. However, a balance must be maintained with traditional methods of media in order to reach and retain the existing customer base. In order to rebrand successfully, key steps need to be taken in the process.Companies who embrace the elements of rebranding usually are able to obtain their goals. Companies who fail to address all of the elements of rebranding often make mistakes and succumb to failure . So does rebranding work? Yes, and NO. It works when it is based on quality information, has the support of leadership and employees, is well-planned, provide adequate training, is integrated throughout the whole company, has a well-balanced multi-media advertising campaign that communicates the brand message consistently across multiple platforms, is customer driven, and is evaluated on an on-going basis to determine if alterations are need.When these elements are not present, the chance of rebranding success diminishes rapidly. EXHIBITS |IBM | |Old |New | |[pic] |[pic] | Hindustan Lever Limited |Hindustan Unilever Limited | |Old |New | |[pic] |[pic] | Indian post | |Old |New | |[pic] |[pic] | [pic] [pic] [pic] PHILIPS | |Old |New | |[pic] |[pic] | |COMPAQ | |Old |New | |[pic] |[pic] | HUTCH |Vodafone | |Old |New | |[pic] |[pic] | |APPLE | |Old |New | |[pic] |[pic] | KFC | |Old |New | |[pic] |[pic] | | AIWA | |Old |New | |[pic] |[pic] | KODAK | |Old |New | |[pic] |[pic] | |SATYAM |MAHINDRA SATYAM | |Old |New | |[pic] |[pic] | VIDEOCON | |Old |New | |[pic] |[pic] | |CANARA BANK | |Old New | |[pic] |[pic] | |JET AIRWAYS | |Old |New | |[pic] |[pic] | BANK OF BARODA | |Old |New | |[pic] |[pic] | RELIANCE | |Old |New | |[pic] |[pic] | [pic] BIBLIOGRAPHY: †¢ Kotler, Keller, Koshy, Jha. â€Å"Marketing Management†, 13th Edition, Pearson Education. YLR Moorthi, â€Å"Brand Management, The Indian Context†,2006, Vikas publishing house pvt ltd. †¢ Bhavishya, The journal of futuristic managers, Jan-Mar 2008. †¢ Dr. M. A. Azeem, Prof. T. Venkat Ram Raj, December-2008,†Rebranding – A business imperative†, Indian Journal of Marketing, Page no: 15-21. †¢ M. Saeed, Ravinder vinayek, Narender kumar, September-2008, â€Å"Rebranding: An emerging brand marketing strategy (Trends, Issues and challenges)†, Indian Journal of Marketing, Page no: 3-10.WEBLIOGRAPHY: †¢ http://blong. styleap ple. com †¢ http://images. google. co. in/imgres? imgurl=http://remade. files. wordpress. com/2008/01/canarabankbeforeafter. jpg †¢ http://www. mobilepandit. com/2005/12/07/rebranding-reliance-infocom †¢ www. thehindubussinessline. com ———————– Change in Service Name Change Change in Product Acquisitions & Mergers Change in market Place New Product Launch Rebranding