The Bauhaus Notes essays

The Bauhaus Notes essays When Walter Gropius resigned as the head of the Bauhaus in 1930, Ludwig Mies Van Der Rohe (1886-1969) became its director, moving it to Berlin before political pressures forced it to close in 1933. In his architecture and furniture he made a clear and elegant statement of the International Style, so much so that his work had enormous influence on modern architecture. Taking his motto "less is more" and calling his architecture "skin and bones," his aesthetic was already fully formed in the model for a glass skyscraper office building he concieved in 1921. Working with glass provided him with new freedom and many new possiblities. In the glass model, three irreguarly shaped towers flow outward from a central court. The perimeter walls are wholly transparent, the regular horizontal patterning of the cantilevered floor panes and their thin vertical supporting elements. The weblike delicacy of the lines of the glass model, its radiance, and the illusion of movement created by reflection and by light changes seen through it prefigure many of the glass skyscrapers of major cities throughout the world. Georg Muche's Haus am Horn, the model house for the Bauhaus exibition in 1923, was the first house he had ever designed. It is an extraordinary little Modernist Villa, classical in its own way. As the floor plan shows, it was designed for a single family with young children and no servants. The living room stands at the centre of the house, surrounded by all the other, much smaller rooms and lit by clerestory windows above. The surrounding rooms are linked in a logical way for middle-class households (the man's and the woman's rooms both lead into the bathroom, the womans room connects with the nursery and so on). M...

Business Model of Nespresso Essays

Business Model of Nespresso Essays Business Model of Nespresso Essay Business Model of Nespresso Essay Nespresso is a subsidiary of giant Nestle which was created in 1986. Before launching e-business the capsules sales where operated by telephone and the machine sales by retailers. The Nespresso Club was created in this period of company development. In 1998-1999 Nespresso launches its web site and the next year open its â€Å"Grande Boutique† in Paris. The Nespresso advent began its existence. The specific distribution channels and the idea of private club reinforce the sense of belonging. The client does not feel to be simple people who buy the product but clients develop the feeling to be an exceptional person supported by the Nespresso service. The e-sales improve the Nespresso data and improve the marketing Nespresso’s operations. Since this huge change Nespresso has now a machine for cappuccino and the new collection for Lungo coffee. This company does not offer a simple â€Å"excellent cafe† but a real design item which is integrated in the home decor. 1) Customer segments Nespresso’s main target is the upper middle class, workers in the office, hotels and restaurants. The Nespresso coffee is quite expensive and vehicles a prestige image for people who drink it at home in family or with friends. In the office the use of Nespresso machines is very frequent particularly during negotiations with clients and other stakeholders. Nowadays, Nespresso can target fashionable people who are concerned by the last trends. 2) Value Propositions Nespresso embodies the most sophisticated coffee concept ever developed. * Perfectly portioned highest quality Grand Cru coffees * Smart and easy to use machines and capsules with unique innovate design * Personalized service Nespresso club functionalities are increased * Exceptional coffee experience The concept (machine, capsule, service) is protected by 70 patents and allowed Nespresso to create an economic model closed to competition. Not only can Nespresso coffee capsules only be used in Nespresso machines, with patents ensuring exclusivity, but most customers are forced to buy from Nestle through the brands website or one of Nespresso Boutiques. 3) Channels The sales of Nespresso products are mostly concentrated in : * Internet: 45% of the business. Clients can have customized special offers thanks to their personal Nespresso space. A real customer follow up was created. * Exclusive boutique network * Boutique Bar lay-out: Lounge * Retailers Besides the capsule sales Nespresso has more than 20  000 machine equipped points of sales. 4) Customer Relationships Loyal members, Nespresso Club, 5) Revenue streams * Capsules sales * Commissions on the machines sales 6) Key resources * Superior quality of coffee * Unequaled experts specialized in the production process * 24/7 Service * Loyalty of the members of Nespresso club * A new high standard design machines * Client’s loyalty * Good sustainable brand image Prestigious and appreciated marketing campaign (Sponsoring Alinghi and America’s Cup, Georges Clooney) Nestle is working on ways to prevent competitors from taking advantage of the coming expiry of its patents. 7) Key activities * Constantly improve the chain value * Conserve the privileged relationships with clients * To conserve the capitalization of their good image and their stylish, unique an d eco-friendly culture * Follow the construction of the Internet site 8) Key partnership Nespresso is one of the biggest sponsors of Alinghi and America’s Cup. Partners with Nestle to utilize synergies in terms of: * Financial support * Ramp;D * Specialist support in terms of tax, legal, public affairs etc * Purchasing power * Start-up in new markets Almost 8 machine partners: Magimix, Krups, Miele, Koenig, Alessi†¦ There is a unique partnership with numerous hotels and restaurants which will sell the product to their customers. 9) Cost structure * The cost of the 24/7 service * Capsule production * Cost of sending parcels * Marketing cost which allowed the company to build the Brand reputation and spread its activity on new markets.

Business communication Essay Example | Topics and Well Written Essays - 2500 words

Business communication - Essay Example Culture alludes to the learned and imparted examples in a general public. Individuals exhibit their culture through values, plans, disposition and their methodology to communication. While it would be nearly impossible to retain an arrangement of cultural contrasts among nations (Shwom, and Snyder 17)viable communicators approach their errands with an open personality and are prepared to adjust to different cultural needs. A few cultures, in the same way as the Chinese, are more formal than others. Chinese businessmen take after an endorsed set of principles about how to show admiration to managers and other senior associates. Individuals from different cultures, in the same way as Germans, are all the more concerned with dependability, and may be irritated on the off chance that somebody touches base at a gathering 10 minutes late. (Shwom, and Snyder 17). By expanding our consciousness of cultural contrasts and keeping an open dialogue with our associates, we can adjust our conduct as required. The following scenarios focus on two communication challenges between a British and Chinese company doing business together. The challenges arise from one key difference between Chinese and British business cultures: Chinese businesses are very hierarchical, while British businesses are more egalitarian or democratic. (Shwom, and Snyder 17) That means in china, senior members of the company are accorded special respect and treated differently than their employees .by contrast in Britain everyone is accorded equal respect. An organization from Great Britain contracted a Chinese firm to go about as the deals representative for its items in China. The British provincial administrator accountable for Asia Pacific deals made an email dispersion rundown to communicate effectively with the entire assemble in China. The head of offers in China was offended at being included in the schedule with lesser associates. This strategy