Louis Philippe Sub Brands Marketing Essay

Louis Philippe Sub Brands Marketing Essay Louis Philippe was launched in India in 1989. Celebrating the sophistication of the Indian gentleman, Louis Philippe garments establish that their wearer is a man of infallible taste and class. The brands Franco-Italian lineage, combined with its focus on global fashion gives it indisputable premium and an exclusive image. Today, Louis Philippe is a brand leader in formal and quasi-formal wear. The embellished Crest is a sign that the wearer of a Louis Philippe wardrobe has truly arrived. Today, the Crest is prized even more for its focus on luxury, exquisite craftsmanship and attention to detail, establishing that its wearer is truly a member of The Upper Crest. The comfort and perfection of the clothing is also evident in their line of elegant shoes, crafted from the finest leather, and their range of innerwear, sourced from the softest cotton. Louis Philippe garments are available at 125 stores, and at the exclusive LP stores created by famous European architect John Marsala. The brand continues to be the leader in retail sales in all leading menswear and department stores. The retail experience is further augmented by Madura Fashion Lifestyles retail chain Planet Fashion. Louis Philippe also launched sub-brands including LP and Luxure. LP by Louis Philippe has an exciting range of shirts, trousers, T-shirts, suits, jackets and accessories to put together a youthful wardrobe. Luxure, the masterpiece collection, was created to deliver sartorial elegance for the refined connoisseur. Louis Philippe recently made a foray into the footwear segment, offering more than 40 exciting designs, in an unparalleled width in the formals market. Louis Philippe sub brands LP by Louis Philippe http://www.madurafnl.com/brands/images/lp_image.jpg Louis Philippe expanded its offering with the launch of a sub-brand in November 2007. LP by Louis Philippe is aimed at young achievers and upscale urbanites, who demand wardrobe versatility. It ascertains the style mantra for todays generation.   Formals finally get what they have always deserved: style, attitude and panache. The new age formals with hidden styling detail in every single garment: a coloured gusset on the side seam, an innovative trim, or a unique fabric wash. Half the battle is already won with the all-occasion LP wardrobe. Priding itself on being the trendsetter for the cool, stylishly spirited confident youngster who lives today with a confident eye on tomorrow, LP is the brand for those who are in a hurry to make a mark in this world, but will not compromise on either their values or on fun, en route.   The LP line has an exciting range of shirts, trousers, T-shirts, suits, jackets and accessories to put together a youthful wardrobe. Crafted with love and passion, and a fine eye for detail, the collection has been designed by ThincTank New York, a group of ace designers from New York, and the Design laboratory at Bangalore. With two trendy fits in shirts and denims, four styles in trousers and three in suits and jackets, the LP range provides ample options for customising a wardrobe to individual preferences.   Luxure Inspired by Louis Philippe, a monarch of another age, and Art Nouveau, an artistic movement of an era gone by, brand Louis Philippe was born in the United Kingdom in 1965.   A lyrical ode to the tailor, artist, craftsman, all rolled into one, Louis Philippe celebrates the craft of the artisan in true Art Nouveau style. Louis Philippe test-launched the Luxure brand in select stores across India in November 2008. Created to deliver sartorial elegance for the refined connoisseur, the masterpiece collection strengthens brand Louis Philippes promise to deliver excellence to customers who have an appreciation of the finer things in life. With Luxure, consumers have access to exquisite apparel, consummate craftsmanship, luxurious materials and delicate aesthetics, all core to the values and heritage of Louis Philippe. Louis Philippe footwear http://www.madurafnl.com/brands/images/luxure_shoe.jpg Louis Philippe recently made a foray into the footwear segment, offering more than 40 exciting designs, in an unparalleled width in the formals market. The footwear range includes the Classic, the Dress and the Relaxed product lines for style-conscious, comfort-seeking customers. Louis Philippe shoes have been manufactured with the latest know-how of the Italians, who are known for their fine craftsmanship. Louis Philippe shoes undergo 200 different processes of production excellence in order to craft every single masterpiece. Pure leather has been used for both the outer body and the inner lining. The soles are soft and light; some of them constructed with the lightest wood, Masonite. Leather boards have been introduced in the front and back of the shoe to help retain its elegant shape for a long time. Twin material leather sole helps it to breathe and thereby retain freshness for the feet at all times. In order to provide longevity, technical sole construction is introduced in the shoes. TALKIN ABOUT BRAND BUILDING ACTIVITIES Teeing off Indias richest domestic golf tournament   Louis Philippe is a premium brand synonymous with sophistication, style and success, qualities that are essentially associated with golf as well. And in a perfect match between the Madura Fashion Lifestyle brand and the prestigious sport, Louis Philippe has come to be associated with Indias richest domestic golf tournament, the Louis Philippe Cup, held at the KSA Golf Course, Bangalore, between March 5- 10, 2012.   According to Jacob John, Brand Head, Louis Philippe, fan involvement is a key element of the Louis Philippe Cup. We want to build a platform where true golf fans have a chance to play alongside pros, he adds. Pointing out that the values and qualities of Louis Philippe blend with those of golf, he feels this association with the premier sport is a perfect match, and will help the brand to move up to the next rung in the ladder. The Louis Philippe Cup is creating a buzz in Indias 100,000-strong golf community, which is growing phenomenally. The event promised to tee-off greater interest in the sport, raising its profile across India. Louis Philippe presents DIMENSIONS with Vijay Amritraj Louis Philippe, the premium mens clothing brand, in association with CNN-IBN brings you Dimensions with Vijay Amritraj, a first-of-its-kind show in the history of Indian television. This special series presented by Louis Philippe, will be anchored by the legendary tennis player Vijay Amritraj and will feature the brightest global icons that have mesmerised people across the globe with their magic; from sporting legends and business tycoons to supermodels and Hollywood A-listers. http://www.madurafnl.com/images/dimension_vijay_donald.jpg BUSINESS POTENTIAL AND ENVIRONMENT FACTOR ASSESSMENT A Shirt A Louis Philippe Shirt Functional Emotional/Functional Concrete, Rational Conceptual, Perceived Describes What Describes What Who Generic Unique, Distinct Limited life span Unlimited life span Transaction oriented Relationship oriented Easy to copy Cant be copied Luxury Brand Management Protect clients from non-clients. Luxury brand awareness must be superior to its penetration. An object must always be up to par with its brand. Brand Strategy Source Brand Strategy Endorsing Brand Stategy Analysts said the new sub-brands which were launched as a result of the brand getting extended both to new segments as well as to other product classes like footwear would contribute too much of the projected future growth. Despite the phenomenal growth in the sales, the Louis Philippe brand had been facing some problems. The raw material costs associated with apparel making had increased due to the high rates of inflation which the Indian economy had been facing for some years before 2011. Rupee Depreciation Blues Louis Philippe has stepped up local sourcing and reduced imports to protect it from the rupees vagaries. It imports specialty fabrics, trims, finishing and woven garments from China, Indonesia, Italy and Turkey. Imports account for 25 per cent of its fabric needs. This used to be 35 per cent till a few months ago. With the rupee depreciation, imports have become costlier. We have increased domestic sourcing to reduce dependence on imports. If the rupee behaviour continues, we will reduce imports further, says Jacob John, Brand Head. Specialty fabrics The brand has traditionally sourced from mills in Ahmedabad and Chandigarh. Apart from deepening existing ties, Louis Philippe has now found new suppliers in Kolhapur. Many Italian mills have set up units in Kolhapur, says John. But imports cannot be shunned, given that certain specialty fabrics are hard to find in the country. They need a good balance of local and imported fabrics. We are negotiating with suppliers abroad on the price front. While the rupee depreciation has not affected most apparel brands in the country, as they mainly source locally, premium brands which have a high import content face a margin squeeze. The weak rupee forced Louis Philippe to hike retail prices by Rs 100-200 in July, which marked the start of the autumn-winter season. Price hikes Earlier, Louis Philippe shirts were priced between Rs 1,299 and Rs 3,000. Now, the price range is Rs 1,399-Rs 3,500. With the end-of-season sales hogging the limelight in July-August, the real impact of the price hike will be felt this month onwards. There is an overall sluggishness in the market. Hopefully, the festive season will perk things up. We will continue to expand our retail network aggressively. Says Brand Head. In the last one year alone, Louis Philippe added 50 exclusive stores to take its total tally to 135. Louis Philippe expects to grow 15 per cent and touch a retail turnover of Rs 1,000 crore this year. OVERVIEW These new super premium ranges of branded apparel were priced 100 percent higher than the other existing premium brands in the market. The Louis Philippe brand was also extended to cater to the needs of different customer segments. Louis Philippe entered the luxury market for mens formals with the introduction of the Luxure sub brand. Luxure was very successful and contributed to nearly 15 percent of the total revenues in the stores in which it was introduced. Louis Philippe introduced another sub brand called LP for semi-formal clothing for young customers. It also introduced premium footwear for men in the year 2010. The introduction of new sub brands paid off and the sales of Louis Philippe reached Rs. 6.5 billion for the fiscal year ending March. 2011. But Louis Philippe was also facing some challenges in the form of new players entering the market and an increase in excise duties which increased the price of branded apparel. The question to be asked is whether Louis Philippe wil l be able to sustain its growth momentum in future and what the implications are for marketing. The market for branded readymade mens wear was very limited in India till the early 1980s. The growth rates were also very low. One of the main reasons for this was that Indian men were accustomed to buying cloth and getting it stitched as per their custom body measurements. This practice hindered the emergence of national level brands in the apparel business. The market began to change by the mid-1980s and a small market for branded apparel started to emerge. One of the first entrants into this sector was Madura Coats India; a 51 percent subsidiary of the UK-based JP coats. It entered the ready to wear garments business in India through three divisions: Madura Garments (ready to wear clothing), Coats India (threads division), and Madura Textiles (fabric supplier). Madura Garments was acquired by ABG in the year 2000 and later renamed as Madura Fashion and Lifestyle (Madura FL) The Louis Philippe brand was extended into the footwear segment in April 2010. The entry into the footwear sector was aimed at giving more choice in style and needs to Indian customers in the matter of their footwear. The lack of choice in the Indian footwear market had led to many Indians shopping abroad for their footwear needs. Initially, mens shoes were launched in the formal wear sector with 40 unique designs to choose from. Just like its apparel business, the new footwear was launched in the premium and super-premium segments Continuing its growth momentum, sales of the Louis Philippe brand were expected to reach Rs. 8.50 billion by the fiscal year 2011- 2012.

Negotiation Skills

Effective negotiation skills are becoming increasingly important for today’s global business. A lot of time is spent negotiating in a global setting as companies and individuals conduct business. This paper will attempt to critically assess the significance of cross cultural negotiation skills for the success of international mergers and alliances. To begin with let the definition of negotiation be deduced. Daniels, Radebaugh and Sullivan (2004) identify negotiation as a sequence of actions in which two or more parties address demands, initiate, conduct or terminate operations in a foreign country. Gulbro and Herbig (1995) define it as the process by which at least two parties try to reach an agreement on matters of mutual interest. In order to be successful in such a diverse and complex business environment, negotiators must be globally aware and have a frame of reference that goes beyond a country or region and encompasses the world (Fowler, 2005). International executives attempt to negotiate for an optimal solution minimizing conflicts and maximizing gains. According to Martin et al. 1999) a clear negotiation strategy is the most important factor for successful international business relationships. Cross cultural negotiation skills are vital in today’s business. It is not just about closing deals but it also involves looking at all factors that can influence the proceedings. Cross cultural negotiation skills not only shows the people involved how to start from a strong position and find common ground with others, but also provides practical techniques for to use when talking and bargaining during business ( Kozicki, 2005). People from other countries and cultures do things differently. For alliances and mergers to succeed, these cultural differences must be taken into account when negotiating to reach a deal that will last and bring benefits to both sides. Therefore as these people play an essential role for the success of merging companies, it is crucial to have an understanding of different national and organisational cultures. Cross culture is an integral art of the overall corporate culture of the firm, which is applicable for all international alliance and merging partners (Luo,1999). Negotiation skills bring added challenges that help the international negotiator to understand how partners from other cultures view negotiation and how they think it should be handled (Michal, 2005). Although there may be much commonality between members of both sides it should not be assumed that people have the same benefits, values or priorities as each other. Nowadays, businesses of all sizes search for internat ional partnership. The increasingly global business environment requires the approach to the negotiation process from the global business person’s point of view as the process can be complex and difficult but will create huge opportunities to develop and increase success in avoiding barriers and failures in international mergers and alliances. As one partner better understands that the other partner may see things differently, they will be less likely to make negative assumptions and more likely to make progress when negotiating. Nations tend to lead a national character that influences the type of goals and process the society pursues in negotiations and this is why specifying and understanding cultural differences is vital in order to perform successfully in inter-cultural communication (Copeland, 1996). In addition, for international mergers and alliances to succeed, it is important for both sides to agree that no one approach is better than another. Lack of cross- cultural skills can cause difference in problem-solving and decision making and this can easily lead to misunderstanding. Therefore it is important for everyone involved in the proceedings to be able to use a range of decision making and problem solving techniques. Nonetheless, companies from other countries run into problems which stem from cultural differences and this leads to difficulties between negotiating parties. Negotiators from cultures that place a high importance on punctuality and schedules are more prone to set deadlines and then make concessions at the last minute to meet the schedules than are negotiators from cultures that place less importance on punctuality and schedules. They may underestimate the importance their counterparts place on the negotiations if their counterpart arrives late and do not adhere to schedules due to lack of cultural awareness (Daniels et al, 2004). Furthermore, one counterpart may understand and be adaptive to the other’s culture. Therefore it is important for both parties to have some cross-cultural knowledge as this will determine at the start whether they will follow some form of adjustment. The choice of response should be highly dependent on how well both sides understand each other’s culture. Cross-cultural negotiation skills provide people with increased knowledge which means people have the opportunity to progress at international level. For alliances and mergers to work, there must be collaboration between the two parties for the betterment of both. Kanter, (1998) argues that communication is important to achieving synergy between partners. It is harder to derive the benefits of cooperation and easier for rivalries to escalate when there is no relationship history to draw upon. Stereotypes are a pitfall when attempting to create an international merger or alliance. National stereotypes prejudice groups in the absence of evidence and should be avoided at all times. An entire culture cannot be relegated to one or two commonly held attributes. Culture is a very complex issue encompassing a plethora of subjects. A group’s customs, belief systems, values and behaviour must be understood in order to fully realise a successful partnership in a business context. A key component of successful international negotiation is effective ross-cultural communication. This requires that negotiators understand not only the written and oral language of their counterparts, but also other components of culturally different communication styles (Cullen and Parboteeah, 2005). In essence, it requires an understanding of the more subtle, nonverbal aspects of communication as they play a vital role in understanding the communication process. Cross-cultural communication proble ms can arise in any given situation, even huge co-operations can fall into this problem. For example, when the U. S. car manufacturer Chrysler merged with the German Daimler – Benz Company in 1998, problems arose out of their different decision-making processes. Chrysler was accustomed to making quick, high–profile decisions while Daimler – Benz, with their hierarchical system, were used to a slow, cautious business model with little need for public pronouncements. Cultural difficulties occurred between the more easy-going and more flexible style of Chrysler and the well structured and bureaucratic style of Daimler-Benz. All of this was as a result of the different working styles, decision making and communication processes within the company (Shelton, 2003). The incompatibility of the two different cultural aspects was realised too late and became very difficult to be overcome. In the end it was no merger of equals but one company dominating over the other. This case shows the different aspects of the need for cross- cultural awareness as its importance must be considered in cross-border alliance and merger processes in order to become global players. Negotiation involves clear communication which involves important skills such as understanding, speaking and listening. It is not possible to have one skill without the others. Negotiation is most effective when people are able to clearly identify and discuss their source of disagreement and misunderstanding. Very different cultural attributes were evident when the French Pharmaceutical company Rhone- Poulenc merged with the U. S. Company Rouer. Not only did the Americans take issue with the French people’s lax attitude owards time-keeping and punctuality, they also had to deal with their propensity to express their emotions. Emotional outbursts such as crying or shouting were commonplace in the French company as they are not considered shameful; on the contrary, the French idiom ‘soupe au lait’, used to describe such outbursts, is believed to aliviate stress, allow them to vent anger and present them from bearing grudges (Dornberg, 1999). Perhaps the best example where cross-cultural negotiation skills were used effectively is in the case of Colgate Toothpaste Company. In 1985, the U. S. Colgate Palmolive Cooperation bought Hong Kong based Hawley & Hazel Chemical Company. Hawley & Hazel’s Toothpaste, ‘Darkie’ had a 70% market share in Asia and it featured a smiley man in ‘black face’ and a top hat resembling a minstrel or Al Jolson. This image presented no protests in Asia since the association with the image was with brilliant smiles. However, Colgate knew the connotations of the name and image of the toothpaste would be offensive to many U. S. minority groups and therefore had to enter into lengthy negotiations with the Hong Kong Company with a view to changing the name and image of the toothpaste. In order to give customers in Asia time to get accustomed to the new name and image, changes were brought in generally over a year long time frame. Eventually the product was called ‘Darlie’ and the image replaced by a racially-ambiguous smiling character in a tuxedo and top hat (Morrison and Conaway, 2004). In all these examples, the negotiation skills in a cross-cultural context were successful as the negotiators took into account cultural differences, while allowing for compromise to take place. Negotiators were undoubtedly familiar with Hofstede’s models of value systems and used his suggested five fundamental dimensions to national culture: Hierarchy, ambiguity, individualism, achievement- orientation and long-term orientation to their advantage. Negotiation skills are essential in determining the terms under which a company may enter and operate in a foreign country. International negotiations occur largely between parties whose cultures, educational backgrounds, and expectations differ, it may be difficult for negotiators to understand each other’s sentiments and present convincing arguments. Negotiation skills offer negotiators a means of anticipating responses and planning an approach to the actual bargaining (Daniels, et al 2004). The key to effective alliances and mergers is skillful management of relations from the initial handshake onward. In cross-cultural alliances and mergers there is great challenge because each party brings different cultural schemata to the table through which they interpret events. For example, the French dislike being rushed into discussions, they prefer to examine various options in decisions and negotiations are likely to be in French unless they occur outside France. Punctuality is expected and they tend to be formal in their negotiations and do not move quickly to expressions of goodwill until the relationship has existed for some time. Negotiation skills call for creative thinking that goes beyond the poorly thought out compromise such as those arrived at when there is a rush to solve before an effort is made to comprehend. A deep understanding of the true and often manifested nature of the underlying challenge is required if a long term solution is sought. Many conflicts that on the surface seem to be purely about resources, often have significant components related to issues of participation, face saving and relationships. For negotiation to work in international mergers and alliances, people need to be able to share their needs and fears with each other. Negotiation skills include being well prepared, showing patience, maintaining integrity, avoiding the presumption of evil, controlling emotions, understanding the role of time pressures, breaking down bigger issues into smaller ones, avoiding threats and manipulation tactics, focusing first on the problem rather than on the solution, seeking for interest-based decisions and rejecting weak solutions (Richard, 1999). All of these help one way or another when thinking through challenging or difficult business situations and also play a huge role in successful negotiation. The skills help negotiators to learn about other people’s preferences and also make their own clear. As logic is not the only thing that prevails in bargaining efforts it gives people time to work out essential problems especially when dealing with someone of a dissimilar culture and additional time may be needed to work out an agreement (Brett, 1998). In some cases emotional outbursts tend to escalate rather than solve a conflict. This can be extremely difficult for some people to hide their emotions and this can permit negative emotions which can take control of some negotiators due to lack of skill. Business partners negotiate through life and while there may be no easy answers that will fit every negotiation need, there are many important skills that will help to become more effective. Without the relevant skills negotiation will not prosper in the absence of cooperative decision-making as it will suffer absence of commitment and participation from the individual’s part. Limited knowledge of either the alliance or merger partners’ languages or cultures puts them at a disadvantage. They may hold power by maintaining a percentage of shares of the venture, but in reality many lose power through ignorance. Skilled negotiators spend twice as much time asking questions as opposed to average negotiators. They probe to clarify issues and understand underlying drivers and reasons for the stance a given party has taken. Talented negotiators also try to understand what the other side wants so they can develop a solution that satisfies all parties. Skilled negotiators also make many more positive comments than average ones (Hayman, 2007). This emphasises and builds on the good in the negotiation to make it easier to deal with other issues. Without any knowledge of the other party’s culture they may not have any idea of what the other side wants and therefore, it is vital to explore more options to test limits. These skills help to think about how the partner should be approached, what can be given away, and what must remain non-negotiable and all is due to tolerance for differences in culture and outlook. No matter how many companies want to merge or become an alliance, success rests upon skillful management from the beginning and without this relationship between the business partners will suffer from poor initial planning, mismatched expectations, poor communications, inequitable power distribution and inadequate negotiation potential and decline can be quite rapid. Success rests in accepting the other partner despite differences in values, beliefs, educational experiences, ethnic backgrounds or perspectives. The skills involved permit partners to examine a problem from all sides, and to promote understanding and interest in the other without necessarily agreeing to one party’s viewpoint. Genuine interest in contributions help to build trust and this provides a foundation for continuing relationship and also eases future efforts to solve problems ( Herbig and Kramer,1991). The negotiation skills allow everyone involved in the business to make suggestions openly without fear of criticism and is accepted. All negotiations are completed by consensus and a negotiated solution is reached when every partner has given up something to gain common benefits. A hypothetical example of a skilled negotiator dealing with another in a foreign country could be that they both have identical proposals and packages. If one has no knowledge of cross-culture believing the proposal will speak for itself and the other party has the knowledge which involves the culture, beliefs, values, etiquette and approaches to business, meetings and negotiations the latter will most likely succeed over the rival. This is so because it is likely they would have endeared themselves more to the host negotiation team and would be able to tailor their approach to the negotiations in a way that maximises the potential of a positive outcome. It is very important to know the commonest basic components of our counterparty’s culture. It is assign of respect and a way to build trust and credibility as well as advantage that can help us to choose the right strategies and tactics during the negotiation. It is not possible to learn another culture in detail but when something is learnt especially at short notice the best that can be done is to try to identify principal influences that the foreign culture may have on making the deal (Salacuse, 1991). Apart from adopting the other side’s culture to adjust to the business environment, difficulty in finding common ground, focusing on common professional cultures may be the initiation of business relations. The skills needed to approach negotiation differs across cultures, for instance the Japanese will negotiate in teams and decisions will be based upon consensual agreement while in Asia decisions are usually made by the most senior figure and in Germany, decisions can take a long time due to the need to analyse information and statistics in great depth. Clearly there are factors that need to be considered when approaching cross-cultural negotiation. Through having the skills, business personnel are given the appropriate knowledge that can help them prepare them effectively and this will help succeed in maximising their potential. CONCLUSION In an increasing global business environment, cultural misunderstandings may sabotage even the simplest negotiation therefore, cross-cultural negotiation skills are an essential, highly accessible resource for navigating boundaries for the success of international mergers and alliances (Brett, 2001). It helps to understand how people from different countries behave and conduct business, also to close deals that create value, resolve disputes to preserve relationships, and make decisions that get implemented around the world. Cultural negotiating skills are necessary for managing in multinational network organisations. Managers heading abroad to negotiate a deal, businessmen relocating to foreign countries, multicultural teams within large organisations and individuals involved in international merger and alliance activities are those who will benefit having the skills to negotiate and acquire knowledge and development that are indispensable in today’s global business world. If there is no knowledge of cross-cultural negotiations involved, a great deal of difficulty in understanding the findings of cross-cultural experiments concerning co-operation and conflict will arise because the partner or partner’s identity is not clear to the subjects in the business (Smith and Bond, 1993). Negotiation is a specific type of interaction that should be known to partners and professionals. For mergers and alliances to succeed those involved must also recognise that cultural differences can lead to different behaviours and assumptions at work and that these can sometimes cause misunderstandings or delay. Despite their risks, mergers and acquisitions are becoming increasingly common events as a result of rapid globalization and it is important for those involved to aim to develop levels of cultural awareness and understanding within organisations so that their clients can operate more effectively and profitably within the global market place. Negotiation helps to put things in context, gives a broader perspective, and increases the likelihood that an agreement that comports well with the interests of constituents will be reached. In addition, careful attention should be paid to the interests of other parties in the negotiation process. This can help to craft a solution that makes for a successful negotiation (Cohen, 2002). Finally, everyone must do their best to learn about the cultures of their negotiating partners as this drives decisions and the more they comprehend in their strategy and tactics, the greater the likelihood that the agreement they reach will provide their negotiation partner something to bring back to whomever they consider the powers that be. Negotiators need to be well prepared for the beginning, collecting information from possible sources, clarifying their objectives, and setting their limits. During the negotiation, the relationship orientation is most important. An appropriate emphasis on time should be considered. At the end of the negotiation, consensus is the most important consideration. The success of international business relationships depends on effective business negotiation. If negotiators are well prepared, understanding how to achieve international business negotiation outcomes and the factors relevant to the process will allow negotiators to be more successful. Word count 3,185

The 5-Minute Rule for 100 Argumentative Essay Topics with Samples

The 5-Minute Rule for 100 Argumentative Essay Topics with Samples The Tried and True Method for 100 Argumentative Essay Topics with Samples in Step by Step Detail Even today exists a group of folks who believe that essay writing is the simplest aspect of any educational program and that which you have to do there, is to just go on writing whatever and wherever you really feel like writing whatever comes in your mind. At length, towards the conclusion of your conclusion, you might reflect on the way the essay compares to something else such as modern occasions or the future. In any event, your essay is going to have the exact same standard format and structure. You may continue to keep your argumentative essays for your upcoming job portfolio in case they're highly graded. The introduction is composed of a catchy sentence which acts as a hook. English language classes usually want a lot of writing. Strong language and robust evidence are expected to make the readers agree on what's being said by the writer in the whole essay. The Lost Secret of 100 Argumentative Essay Topics with Samples Since you may see, the process is everywhere the same. It is essential that you read the prompt carefully and determine both the focus of the question and the purpose of view from which you're expected to write. React to every question in as much detail as possible. The choice of the topic ought to be based on your interest because it's essential that you maintain your interest throughout the technology essays writing. Businesses that provide communication essay services should have a vibrant group of work force that's highly qualified in the majority of academic fields. In fact, a seasoned writer can do the job much faster than any student as they've been wr iting academic assignments during their entire life. The dearth of fantastic support sources will result essay a decrease grade. Even if you're a specialist in a particular field, don't be afraid to use and cite external sources. As an example, let's say if you're writing about language history essay than you are going to have to incorporate all of the information regarding the history language on earth no matter any specific region while in specific language history essay, you would speak about history of the language of a certain region. Life today is regulated by the offshoots of science. Business people are using social media sites to construct their careers, promote their organization and grow their reputations. 100 Argumentative Essay Topics with Samples at a Glance The very first portion of making this kind of argument is usually establishing that we have a tendency to care about and sympathize with different humans. Explain every reason behind your position on the opinion and confirm why it's true and have to be kept up. In order to prove that your claim is correct, you may have to construct your argument in steps. The issue is that it is tough to find evidence for the presence of mind-independ ent ethical obligations. 100 Argumentative Essay Topics with Samples for Dummies The principal idea of your entire essay is going to be your thesis statement. Most of the folks have a tendency to run away from politics and thus the politics essays also, therefore it is quite important to grab the eye of the readers till the conclusion of the essay and that would be much difficult I know. Last word of advice is to ask your teacher before the last decision about the subject selection for argumentative essays. Following are a few of the suggested sociology essay topic for those students that are unable to decide on a great topic for their assignment. They are not able to come up with a good piece of prejudice essays, not because they can't write essays but probably because of the fact that they are not able to develop good titles for essays on prejudice. Consequently, they can come up with different thesis for different themes to write essays on hamlet.

Global Warming And Climate Change - 860 Words

Environmentalists and Scientists have been squawking about global warming and climate change for decades now. Governments around the world have acknowledged climate change and have made efforts to stop it, but many researchers say that our efforts are too little, too late. And despite the amount of conclusive research and evidence of climate change, there are still people in politics who do not believe the climate is changing. If people were better educated and knew more about climate change, then more people would be behind environmental movements. First off, you should know that global warming is a misnomer. Climate Change is much better description. Here’s the basics on what causes climate change; Greenhouse gases. The major ones†¦show more content†¦Mercury is much closer to the Sun, and so you would expect it to be much hotter than Venus. But Venus has an atmosphere thick with greenhouse gases. The atmosphere is 92 times denser, and is 96% carbon dioxide. This means that the average surface temperature is 863 F, much hotter than Mercury. This is the greenhouse effect at work. Since the global warming movement began, mountains of evidence and proof of climate change has been collected. Between 1880 and 2012, the global average land and ocean surface temperature have warmed .85 degrees celsius. According to temperature records, there is a global trend of the Earth heating up. Nine of the ten warmest years on record occurred in the 21st century. Glaciers are predicted to continue to retreat, precipitation patterns are expected to change, and sea levels rise on an average 2.9 mm a year. All of these symptoms of climate change will only get worse and have adverse effects on ecosystems and people’s lives. Migration routes will change. Many small island nations will see their home be swallowed up by the sea. Coastlines will change, progress inland. Expensive beachfront property will be underwater. Weather will become even more unpredictable and extreme. Hundreds of species will go extinct from loss of habitat and change of climate. Resources such as fresh water will become scarcer and will be the cause of conflict between nations. When it comes to that, our only option will be to adapt to the new