Journal articles on the topic 'Umbrella brand strategy'

Business and consumer behavior that is always changing and growing rapidly requires companies to make changes in strategy to increase competitive advantage. The purpose of this study is (1) To determine the strategy of internal and external factors in implementing umbrella brand strategy at PT. Indofood as a competitive advantage. (2) To find out the strategy applied in developing the umbrella brand strategy of PT. Indofood Sukses Makmur as a competitive advantage. The results of this study are (1) Brand that has long been known by the people of Indonesia gets a weight of 0.104 and a rating of 3.8, Brand Image known as a food solution weighs 0.066 and a rating of 3.8, a Brand that has a sufficiently mature strategy is included in the Umbrella brand strategy and excels in competing . (2) PT Indofood's main strengths are brands that have a mature enough strategy, including umbrella brand strategy and excel in competition, Indofood's main weakness is Umbrella Brand (umbrella of many products) which creates confusion among consumers' perceptions of the products number, Indofood's main opportunity is Relationship with stakeholders (communities, retail traders), Indofood's Main Threats are several types of products that have similarities with competitors. (3) Indofood which is in quadrant I position that implements an aggressive strategy using internal strength to take advantage of external opportunities. Keywords : umbrella brand, competitive advantage.

Purpose The purpose of this study is to explore the impact of advertising, brand-related-stimuli, on the dimensions of sensory, emotional and intellectual brand experience. Design/methodology/approach The study is divided into two parts. In the first part, the objective is to examine antecedents to brand experience dimensions for umbrella brand and product brand using an experimental study; in the second part, the relationship among brand experience dimensions, brand experience evaluation and brand loyalty was examined using structural equation modeling by incorporating the measures after exposure to advertisement for both types of brands. Findings Based on a 2 × 2 factorial design, the results confirm that the main effect of advertisement exists on sensory, emotional and intellectual brand experience. For product brand, brand experience evaluation was mediator between both intellectual brand experience and emotional brand experience with brand loyalty. The effect of interaction between branding strategy and advertisement was not significant. For an umbrella brand, brand experience evaluation acted as a mediator between emotional brand experience dimension and brand loyalty. For product brand, brand experience evaluation acted as a mediator between both intellectual brand experience and emotional brand experience dimension with brand loyalty. Research limitations/implications The research has implications with regard to the antecedents and consequences of brand experience and offers implications for branding strategy. Originality/value The present study is integrated and comprehensive, as it covers various facets of brand experience.

Purpose The starting conjecture is that the market share of a brand in one category benefits from its performance in another category, and vice versa. The purpose of this paper is to assess the umbrella-branding spillovers by investigating the presence of synergy effect between categories when a retailer and/or a manufacturer decide to adopt/use the same name for his products. In fact, besides the cross-category dependency due to substitutability or complementarity, products can also be linked through their brand name in presence of an umbrella-branding strategy. Design/methodology/approach The authors propose an extended market-share model to account for the spillover effect at the brand level. The spillover is modeled to be generated by the brand's performance and not specific to marketing instruments, as done in the literature. They adopt a multiplicative competitive interaction (MCI) form for the attraction function. Based on aggregated data of two complementary oral-hygiene categories, the authors estimate the umbrella-branding spillover parameters using the iterate three-stage least squares (I3SLS) method. They contrast the results in three scenarios: no spillover, brand-constant spillover and brand-specific spillover. Findings The ensuing results indicate that umbrella-branding spillover is (i) significant and positive, i.e. the brand performance is boosted by its performance in a related category, through the so-called brand-attraction multiplier; (ii) asymmetric, i.e. the spillover is not equal in both directions; and associated to the market strength of each competing brand; (iii) variable across brands. The results show that not accounting for umbrella-branding spillover leads to misestimating the parameters and has a considerable impact on price-elasticities computation. Research limitations/implications Because store brands and some national brands exist in many categories, and thus because consumers make inferences when they face a large number of brands in different categories, spillover effects cannot be labelled as simply complementary or substitution-related. Future research may provide insight about the spillover phenomenon in a more general framework that would consider the spillover occurring between more than two categories. Practical implications Providing accurate assessment for umbrella-branding spillovers governing the competing brands, the results offer a relevant and straightforward method for decision makers to precisely assess the impact of a marketing effort in one category on the retailer's global performance. The findings provide better forecasts of market response in terms of sales and profit, within a cross-category perspective. Originality/value This study develops and estimates a market-share model with the aim of measuring brand-category spillover effects. The literature dealt with cross-category interactions in terms of substitutability or complementarity between the products offered in the two or more categories under investigation. Here, the focal point (and contribution) of the authors is the link at the brand level. Indeed, the authors only require that a minimum of one brand is offered in at least two of the categories of interest. Further, the spillover considered is not specific to marketing instruments, but is generated by the brand performance (attraction or market share), which is the result of both the firms marketing-mix choice and competitors marketing policies.

Subject. The restructuring of the Russian exports is a crucial issue of the foreign trade policy. Considering sanctions against Russia, exports can be reshaped with non-trivial methods. The Russian goods can be successfully offered to the foreign market if an umbrella brand Made in Russia is used. Objectives. The study determines difficulties and opportunities of promoting the Russian goods to the foreign market under the umbrella brand Made in Russia. Methods. The study relies upon general and special methods of research, such as retrospective, systems and functional structure analyses, observation, classification, tool-based techniques for grouping, sampling, comparison and summary, evolutionary and dynamic analysis. Results. The umbrella brand Made in Russia was proved to primarily include goods with the international recognition and gradually embrace promising and competitive goods, but not yet well known abroad. The article points out risks of the strategy as the umbrella brand may absorb some toxic regional goods or brands, which offer poor quality goods. Conclusions. To mitigate basic risks, it is necessary to draw upon the expertise of the Russian local brands and grow a commodity brand. There should be a special infrastructure to support national exporters, including the Russian export center, which should include a special function of foreign trade intermediaries. The foreign trade intermediaries are supposed to practically help national exporters, but also provide training programs for raising the foreign trade knowledge of businesses.

This case is developed to discuss options related to strategy in general and marketing strategy in particular that were implemented by an iconic brand—Old Monk—in the compelling attempt to revive the its brand value and relevance. The protagonist in the case is Mr Hemanth Mohan, the Director of this brand who is faced with serious challenges in resurrecting the brand in a hypercompetitive, ever-changing lifestyle alcoholic beverages market in India. The most significant of the challenges faced by Mr Mohan are changing tastes and preferences of the consumer, new foreign brands entering into the market, strong regulation, close monitoring from the government, and the monopoly of state-managed liquor retail chains. This case addresses and provides for the evaluation of various strategic options available for the brand in terms of repositioning itself in the relevant markets. The case presents questions related to how effectively a traditional brand can carry forward the legacy to redeem its brand value in the light of changing tastes and customer preferences. The case proposes to bring to light the importance of strategic decisions to be made around managing brand extensions in addressing the dilemma of brand value being spread too thin versus capitalizing on the past glory of the brand in finding life for the newly launched products under the known umbrella. This case is developed with an intent to be discussed among students pursuing undergraduate and/or graduate education in management discipline. The case is well aligned to be relevant for discussing concepts related to brand management, marketing strategy, strategic management, and consumer behavior. The content of this case is designed to be discussed and delivered in a typical 90-min class session, allowing students 120 min of pre-reading time and 120 min of post-discussion report preparation.

From the perspective of socioeconomic development framework, the article provides insights on the contemporary issues of branding management of administrative territorial units. Following the analytical review data on Sumy region communities based on the calculation of budget efficiency as the ratio of the community general fund income (financial potential of united territorial communities (UTC)) and the general fund expenditures, the hypothesis as to the consistent relationship between the successful performance of the united territorial community and strategic approach to its management has been verified. As the key priorities for the united territorial communities brand development the study offers to consider the following: UTC social priority group brands; UTC entrepreneurial priority group brands; UTC tourism priority group brands; and the UTC green brands. Based on the proposed algorithm for setting the priority areas of the united territorial communities brand development, a strategic matrix of UTC brand development of the Sumy region has been constructed. The implementation of the given strategic approach to setting the priority areas of the united territorial communities brand development will contribute to building a successful marketing strategy for the Sumy region as an umbrella brand that combines subbrands of united territorial communities, further distributed according to the development priority criterion. This approach allows, on the one hand, to design a unified algorithm for the development, operation and implementation of territorial branding and marketing, and on the other – to consider the unique characteristics of each of the UTC with its individual set of competitive advantages, specific history, image, key resources available and associated problems.

Purpose In the mid-1990s, market demands for around-the-clock (24/7) banking and financial transacting began to converge with advances in internet-based technologies. This confluence of forces gave rise to the birth of internet banking. Building upon the relevant literature, this paper aims to develop a set of propositions to address the following questions: what brand strategy or strategies were used at the birth of internet banking roughly 25 years ago? In the years since then, have merger and acquisition transactions involving internet or “direct” banking businesses only come to fruition where the direct bank was previously under a specific brand strategy? And finally, where there have been changes in internet banking brand strategy, have these invariably been in the ultimate direction of one particular brand strategy? Design/methodology/approach Because of the exploratory nature of the research question, this paper uses a case study examination as the research approach. In addition to gaining deeper insight into issues involving internet bank branding as these actually existed, this paper aims to propose preliminary and tentative conclusions that can later be tested empirically with larger sample size. The case studies specifically examine German commercial banks with direct bank businesses. Findings In the examination of the German commercial banks, this paper finds that their internet banking activities some 25 years ago were, in fact, never launched using an umbrella brand strategy but rather with a combined brand strategy or multi-brand strategy. Mergers and acquisitions (M&A) transactions involving internet-based direct banks were only consummated where the direct bank had previously been operated by the parent bank using a multi-brand strategy. Where the brand strategies of internet-based direct banks have been changed by their parent banks, this has invariably been in the direction of an umbrella brand strategy. Originality/value Within the marketing and banking literature, there are no in-depth examinations of internet banking brand strategies to be found. This paper, in addressing this research topic, marks the first full survey of German commercial banks with internet-based direct banking businesses. This survey, moreover, examines branding not only at the time that internet-based direct banks were first established starting in 1994 but also the subsequent development of internet banking brand strategies to the present day.

PurposeRetailers are increasingly adding banks, gas stations, mobile services and even real estate agencies to their portfolio and branding these new ventures with the retailer name, such as Tesco Bank or Asda Money. The purpose of this paper is to test the ability of a retailer brand to stretch from traditional packaged goods categories to very different categories such as banking.Design/methodology/approachUsing data from an online survey collected from 953 UK grocery buyers, this paper examines consumers’ behaviour towards UK retailer brands across four categories: soft drinks, chocolate, fuel and banking.FindingsThe results show that cross-category retailer brand purchasing is stronger between categories with similar buying behaviour (e.g. soft drinks and chocolate) than in categories with very different buying behaviour (e.g. soft drinks and banking). The behavioural spill over effects are stronger for retailer brands from the same chain and persist even for unrelated categories. However, apart from fuel, the strongest cross-purchasing occurs across competing retailer-branded offers within the same category.Research limitations/implicationsThe main implication of this study is that behavioural spill overs for retailer brands are possible even between unrelated categories. The finding about the effects being strongest within a given chain implies that umbrella branded strategy is a key to take advantage of the effects.Practical implicationsThese findings extend past literature about the cross-category buying of umbrella branded store brands to very different categories. This paper highlights the challenges retailers face regarding their ability to extend the retailer brand across categories. The findings also provide insights for cross-selling retailer brands in unrelated categories to current store brand buyers.Originality/valueThis is the first study to examine the use of retailer brands across a wide spectrum of categories from Soft Drinks to Fuel.

Purpose – The purpose of this research is to analyze brand competition in China using the Duplication of Purchase (DoP) law, with important implications for understanding Chinese buyer behavior in comparison with Western buyers. Discovered in the Western markets, the DoP law holds across a variety of product categories. Design/methodology/approach – Multiple sets of new data are examined to extend past research in the application of the DoP law in Chinese buying behavior. This study draws on panel data and self-reported data, utilizing bootstrapping to identify partitions where excess sharing occurs. Findings – This paper finds the DoP law holds across six categories (two personal care, two impulse categories and two durables), as well as over multiple years. Brands in China share customers with other brands in line with the market share of the competitor brand. There were few partitions where brands shared significantly more customers than expected. Partitions occur due to the same umbrella brand or ownership, and geographic location. Research limitations/implications – Areas for further research include extended replication in other categories, investigating partitions and whether a different consumer path to purchase occurs in China. Practical implications – DoP can be applied across a wide range of categories in China to understand market structure. New entrants to China can use this approach to understand a category from a consumer behavior perceptive. DoP provides guidelines for marketers to identify competition and allocate resources appropriately. Originality/value – This research provides a comprehensive, unparalleled examination across six very different categories of brand competition in China. This gives confidence in the robustness and generalizability of the results.

PurposeIn recent years, brand extension has become a popular and fundamental strategy of most luxury brands. The purpose of this paper is to clarify the factors that affect the success of luxury brand extensions by incorporating luxury brand value perceptions, parent brand attitude, fit perceptions and consumers’ product category involvement and innovativeness in a holistic model. The model is tested for two hypothetical luxury brand extensions types: complement and transfer.Design/methodology/approachThis study employs a fuzzy-set qualitative comparative analysis (fsQCA) technique to identify the variables that combine to produce a positive or a negative attitude towards luxury brand extensions. The research was conducted on 555 young women professionals (254 for brand extension Type 1 – complement (umbrella); and 301 for brand extension type – transfer (seating furniture), respectively).FindingsThe results show that perceived fit between the parent brand and extension is a necessary condition for a positive evaluation of both extension types. Other than perceived fit, hedonic and symbolic values and consumer involvement are proven to be necessary antecedent conditions for the evaluation of transfer extensions. This study also proposes several configurations for forming a positive attitude towards each brand extension type and makes implications for luxury managers and further research.Originality/valueThe results of the research are significant in several ways. First, this study adds to the extant literature by exploring a somehow neglected subject: luxury fashion brand extensions. The study tests a more holistic model than those of previous studies on luxury brand extensions and utilises two different extension contexts adapted from Aaker and Keller (1990). Second, this study is the first to apply fsQCA to identify the factors of luxury brand extension evaluations. fsQCA is highly applicable to large-scale data without the loss of detail or the potential for complexity.

Subject area Marketing. Study level/applicability MBA students. Case overview Titan Industries Limited is the world's fifth-largest wristwatch manufacturer and India's leading producer of watches under the Titan, Fastrack, Sonata, Nebula, Raga, Regalia, Octane and Xylys brand names. When a joint venture with Timex came to an end, Titan found themselves without a range of watches for the youth, a growing segment with significant disposable incomes. To serve that segment, they launched a range of “cool” casual watches under the Fastrack from Titan sub-brand in 1998. Sunglasses were also launched but under the Accessories division of the company. In 2003, a decision was taken to combine the watches and sunglasses and spin it off under a new group called “Fastrack and New Brands”. Post this spin-off, Fastrack was launched as a standalone brand with the vision of becoming the most iconic and exciting fashion brand for youth. The overarching strategy was to bring affordable fashion to the youth and bridging the gap between the unorganized market and international brands. The product strategy was to extend the brand rapidly into other accessories such as belts, wallets, bags and wristbands. The brand personality was to be irreverent and comfortable with impropriety. Their communications reflected the brand attitude with edgy advertising. The distribution model adopted was to have their own branded stores. The brand grew from a mere INR30 crores in 2003 to INR770 crores in 2013. As the brand grew largely from moving into adjacent product categories, Fastrack managers were always looking for the next product category to enter and dominate. In 2013-2014, the product category seriously being looked at was two-wheeler helmets – a category dominated largely by the unorganized sector with low quality. The challenge was to take a product category that existed mainly due to safety regulations and turn it into a personal, fashion accessory. Was it a large enough market to penetrate and dominate? Would they be able to change consumer perception of helmets being a necessary evil to being a fashion accessory proudly displayed? Can they change consumer purchase behavior to go shopping for helmets instead ofjust buying the cheapest, comfortable helmet? Would the brand extension into helmets strengthen or dilute brand equity? These were the questions that faced Ronnie Talati, the Chief Marketing Officer. Expected learning outcomes Understand how to go about creating a brand strategy when re-launching it as a standalone brand without the support of the corporate umbrella brand; analyze different product markets to enter and how to arrive at a go/no-go decision; comprehend the challenges of extending the brand into different and sometimes unrelated product categories. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

Purpose – The purpose of this paper is to develop industry specific operational definitions for marketing dimensions and sub-variables in the luxury goods industry that will contribute to the growing body of company-based research on luxury brand management. Design/methodology/approach – Case study of a leading luxury goods conglomerate provides operational definitions and insight into best practices for management of a luxury goods brand through an in-depth historical review and analysis of variables, measures, relationships, and patterns that emerged throughout the study of the sample company. Findings – Successes and failures of brand management for the sample company for the umbrella variables of brand strategy, growth trade-offs, and strategic planning, and their associated sub-variables, were identified in the review of literature and were analyzed, adapted, and enumerated according to findings from the case study. Research limitations/implications – Results limited to the study of one sample company. Common themes were identified in the management of a luxury brand that can be used by researchers to study other luxury companies. Practical implications – Variables and measures for luxury brand management were identified throughout the review of literature and verified throughout the case study as being instrumental in brand management success of a leading luxury goods conglomerate and may be relevant to other luxury companies aiming to hone their brand management strategies. Originality/value – Luxury goods research is increasing in prominence, but the majority of this research is consumer-based. This research contributes to the growing body of company-based luxury research.

This case study illustrates the role of marketing instruments on the success of a vertical brand extension executed by a leading dairy company in Vietnam — Vinamilk. In 2011, the company launched a fortified liquid milk line as a step-down vertical brand extension from its previous and more premium line — 100% fresh milk. The key issue in the study is to understand how Vinamilk used marketing communication and distancing techniques (or differentiation tactics) to influence the performance of the vertical brand extension. The case findings show that despite quite serious cannibalization on the core brand, the vertical brand extension at Vinamilk was deemed a successful launch. The success was attributable to marketing communication that was rooted in profound consumer understanding — the right product offered to the right target at the right price supported with heavy consumer pull and trade push marketing. Vinamilk’s strong umbrella brand and wide distribution network also contributed to the successful launch. The most serious challenge was cannibalization on the previous premium product line — Vinamilk 100% fresh milk. As Vietnamese consumers grew wealthier and more sophisticated, non-reconstituted, fresh milk would likely become the biggest seller in the future, a sector Vinamilk could not afford to lose. Competition in this premium market was already heating up, requiring the company to strengthen this product line. For longer term strategy, Vinamilk had been forced to revisit its liquid milk product portfolio. A more clearly defined role for each product line along with effective differentiation would be required.

Integrated marketing communication is an activity to increase the sales, and to introduce a brand to people in an effective way using a consistent message for the appropriate target audience. PT. Inti Ozzigeno Nara Solusi is an advertising agency in Indonesia that implements integrated marketing communication to reach client’s objective. PT. Inti Ozzigeno Nara Solusi has its own step of integrated marketing communication which is different compared to other advertising agencies. Symbolic interactionism takes an important role in creating the integrated marketing communication of PT. Inti Ozzigeno Nara Solusi. The research uses qualitative methodology with ethnography method. The data is obtained from participant observation, in depth interview with the team, and document analysis. The results concluded that PT. Inti Ozzigeno Nara Solusi has nine steps in the integrated marketing communication planning process that includes the following steps: OZIM, Brand and Competitor Analysis, Target Audience Research, to find ‘Benang Merah’ of client, Set Umbrella Communication, Set the integrated marketing communication strategy, Pitching with Client, Execute the Integrated Marketing Communication, and Monitoring. Symbolic interactions are found during the integrated marketing process such as rules, language of use, up to the company expectations. Kegiatan komunikasi pemasaran terpadu dilakukan untuk meningkatkan penjualan dan memperkenalkan sebuah merek kepada masyarakat dengan cara menetapkan cara terefektif dan pesan yang konsisten untuk target audience yang sesuai. PT. Inti Ozzigeno Nara Solusi adalah perusahaan periklanan di Indonesia yang menerapkan komunikasi pemasaran terpadu untuk memenuhi objektif klien. PT. Inti Ozzigeno Nara Solusi memiliki cara tersendiri dalam pembentukan perencanaan komunikasi pemasaran yang berbeda dengan perusahaan periklanan lainnya. Interaksi simbolik berperan penting dalam perencanaan komunikasi pemasaran PT. Inti Ozzigeno Nara Solusi. Penelitian ini menggunakan metodologi kualitatif dengan metode etnografi. Pengumpulan data dilakukan dengan observasi partisipan, wawancara mendalam dengan tim PT. Inti Ozzigeno Nara Solusi, dan analisis dokumen. Kesimpulan dari penelitian ini yaitu terdapat 9 tahapan perencanaan komunikasi pemasaran terpadu yang terdiri dari OZIM, Analisis Merek dan Kompetitor, Riset Target Audience, Menemukan ‘Benang Merah’ dengan klien, Menetapkan Umbrella Communication, Menetapkan Strategi Komunikasi Iklan, Pitching dengan Klien, Eksekusi Strategi Komunikasi Pemasaran Terpadu, dan Monitoring. Pada tahapan tersebut terjadi interaksi yang mengandung simbol-simbol seperti peraturan, penggunaan bahasa, hingga harapan para tim perusahaan

Subject area Marketing. Study level/applicability This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning. Case overview Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”. Expected learning outcomes To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 8: Marketing.

Abstract:The Mediterranean Diet was one of the first food-related nominations on the international cultural heritage list. By introducing the concepts of “epistemic community” and “governmentality” to analyze this heritagization process, I will evaluate the participation and consent of “the Mediterranean people” and their belief in a common identity based in a holistic conception of this food tradition—the so-calleddiaita. My goal is to demonstrate that the inscription’s proposal was motivated first by a long-term strategy aimed at promoting an “umbrella brand” of agro-food products extended to the whole Mediterranean space. Then, I will emphasize the attempt to design a model of property rights protection that is adequate for this food label, which was later presented within the realm of the United Nations Educational, Scientific, and Cultural Organization as a measure for safeguarding thediaitaas an item of intangible cultural heritage. Finally, I will argue that this claim totally omits the rights of the numerous expatriates living outside this region.

The study deals with the issues of tourism destinations branding, as well as tourism multidimensionality and tourism destination identity in the Russian Arctic. The factors determining the promotion and branding of tourist destinations in the Russian Arctic are considered in correlation with the fundamental principles of sustainability in Arctic tourism. The relationship between state policy and socio-economic development of the Arctic regions of Russia is considered, in particular, in the aspects of Arctic tourism development. Dialectical, logical, theoretical and empirical methods were conducted for this research. The article defines the conditions for increasing the competitiveness of the domestic tourism product in the Arctic, lists tourism facilities, territories and tourism products that are of the most expressed interest to Russian and foreign tourists. The factors affecting the competitiveness of the tourism product in the Russian Arctic are identified. The article presents the components of the tourist destinations image in the Russian Arctic, which may become the basis for the formation of a strategy for branding tourism in the Arctic regions. The conclusion is drawn about the need for an umbrella brand creation for the Russian Arctic. The necessity of creating conditions for the professional implementation of tourist personnel in the Arctic regions of Russia and the influx of labor resources from urbanized and oversaturated territories to the Arctic with the aim of the integrated development of tourism is substantiated.

The purpose – The purpose of this paper is to support the thesis that a region represents a key functional and geographical entity which requires branding and development of marketing activities. Its geographical components are tourism clusters that should develop their own identity in cooperation with other clusters, within the region as their umbrella brand. Design – The special focus is given to reviewing the issue of defining boundaries of regions as tourism brands, i.e. discussing what exactly makes the essence, or the essential framework, of a region as a market brand in tourism. The paper also presents the model of geographical and marketing clusterisation of Istria and Dalmatia – the Croatia's regions that are essential for the development of tourism in this country. Methodology – The methodology of the research includes the examples of good practice, analysis of the existing strategic documents of the region Istria and Dalmatia, workshop – creating an original model of region clusterisation in the case of Dalmatia by graduate students of management in the Department of Economics at the University of Zadar and author’s management experience in public management in tourism. Approach – There are particular interests within fragmented basic units of local government – towns and municipalities – aiming to "preserve" the identity of each separate geographical unit, even the smallest one, whereas the marketing trends in the dynamic international tourism market require exactly the opposite. Regions must be the unique spatial and socio-cultural entities featuring an adequate tourism identity which is built as an independent and inherent market brand. That fact is perceived in the light of the forthcoming accession of Croatia into the European Union (1st July 2013) and the exceptionally important process of redefining Croatia's regional administrative-political boundaries, where an appropriate regionalisation is considered as one of the prerequisites for the "correct" and optimal social and economic development in the future. Findings – The problem of defining regional boundaries must be seen as one of the essential issues in defining the region's geographical area as the basis for the development of economy. An appropriate definition of the tourism region as an umbrella brand and its sub-brands – tourism "products", i.e. clusters – presents the starting point for further definition of all management and marketing activities, both at the level of clusters, through individual activities, and at the level of the umbrella brand, through joint, i.e. networked management activities. The originality of this research – The originality of the model consists on the fact that it refers to a relatively wide region (within European context) featuring a rich of natural attractiveness and cultural-historical heritage, whose borders were often altered in the past, and which was, and still is, intersected with a number of administrative-political boundaries.

Learning outcomes Understand the dynamics of the diabetes supplement market and carry out an industry analysis using Porter’s five force analysis. Understand the challenges faced by a small entrepreneur in setting up distribution channels and examine the channel powers that come into play in the given context. Discuss the merits and demerits of traditional vs online channels. Understand the factors that are important to succeed in a highly competitive diabetes supplement industry (this would include aspects such as value sought by end customer, business-to-business [B2B] buyers, expertise required to handle B2B customers and also the price and salesforce reward approaches). Enumerate the merits and demerits of individual product branding vs an umbrella brand for a company selling over-the-counter (OTC) drugs online. Understand the various considerations for export marketing for OTC drugs. Case overview/synopsis Sushruth Ayurved Industry (SAI) is a proprietorship firm owned by Girish Banvi who always dreamt of being an entrepreneur. He had set up SAI to produce diabetes supplement by the name “Sugar Knocker” to give wings to his dreams. Notwithstanding competition from corporate players and demands from health-care practitioners, he had to abandon his traditional route to selling his product and open his eyes to online marketing. He believed it could provide him the perfect medium to reach his prospects directly without any middlemen within a cost-effective budget. SAI registered revenue of INR 24m per year, completely attributable to online sales. With a firm footing in the online space, Girish was now exploring physical marketing to expand his audience reach in the B2B market and also add new products to his portfolio. He was also worried about the low capacity utilization of his manufacturing unit, which stood at 20%. With only 30% of the 40 formulations used, there was much scope for expansion. With his plant capacity underused, the time was ripe for Girish to trace his footsteps from where he had begun in the first place. Complexity academic level This case can be used in marketing management course under the marketing strategy module. It can also find use in the elective course on marketing channels, and in sectoral programs such as health-care management or MBA in health care. This case can also be used in the health-care products marketing course. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

The deep integration of Internet, intelligent manufacturing and big data technology has promoted the development of products to be networked, digital, intelligent and personalized. The rapid iteration and differential segmentation of consumer demand has spawned new personalized consumer demand, transforming the traditional manufacturing model into a service-oriented manufacturing model. This paper analyses the large-scale customized operation mode of domestic and foreign clothing custom brands. In view of the transformation of traditional clothing industry, this paper proposes a solution to establish a large-scale custom clothing architecture under the vision of intelligent manufacturing cloud platform technology. This paper uses data mining and cloud computing and other methods to build an “Internet + manufacturing” innovation model with rapid collaboration under the umbrella of big data, and propose an architecture for mass customization of clothing, providing effective solutions and strategy recommendations for the transformation and upgrading of the traditional apparel industry.

On January 11, 2019, the National Football League (NFL) launched “Inspire Change,” a campaign for the league’s social justice efforts. The campaign, which would serve as the umbrella under which the NFL’s US$89 million social justice partnership with the players would be housed, launched with its own website, hashtag, commercial, and documentary series. This article textually examines the “Inspire Change” campaign and its associated media materials, contextualizing it against the kneeling protests carried out by Colin Kaepernick and other NFL players as well as the NFL’s reactions to those protests. In doing so, I argue that NFL’s response to its players’ call for social justice is at once a strategic expansion by the league that seeks to capitalize on the emergent activist power of professional players to build the league’s brand as an authoritative and inclusive American institution contributing to social good. At the same time, however, under withering criticism from President Trump and conservative media, it reestablishes league control over the voice of rebellious Black players by subsuming their social justice efforts under the auspices of a campaign that evades the ideological confrontation of the kneeling protests in favor of a more positive, market-friendly version of “justice” based in calls of unity.

Purpose – The purpose of this paper is to give some recommendations about how to design a low fat food aliment packaging. Design/methodology/approach – A review of previous studies that have analysed food packaging decisions considering personal and product influences was done. Findings – For low fat foods, a good or a poor performance is not sufficient; you have to perform better than those competitors whose competitive capacity is strong enough to influence strategic decision taking. Low fat products must be focused to a particular target. A product of these characteristics cannot be launched for all the markets at the same time, and under the same conditions. Some personal factors do really affect food buying process: socio-demographic characteristics (age, gender, income and education), involvement, time pressure or motivation. A possible recommended target for law fat aliments could be: an old/medium age women, with a medium/high economic position, educated, involved in food buying and worried about health. Some packaging factors also affect food buying process: colours, graphics, size, shape, typography. In this regard, a package for a low fat aliment could be designed including a picture on the label showing the benefits of the product (i.e. a healthy heart), with green colors, medium/small sizes and natural shapes, without sophistications. An umbrella brand for different firms acting in this market could be created, to facilitate their healthy products identification. Originality/value – Personal variables and product characteristics are mixed together to give some recommendations of how an ideal low fat food package should be designed.

John Williams, senior director of marketing for Microsoft's .NET, was trying to build the .NET brand, a comprehensive family of next-generation connectivity software products. Highlights the challenges of branding and positioning a complex technology offering. The first challenge facing Microsoft was to develop a common definition of .NET, which had been in flux over the prior two years. The second challenge was to choose between an umbrella branding strategy, a sub-branding strategy, and an ingredient branding strategy. The third challenge was to create a value proposition that would appeal to three very different target audiences: business decision makers, IT professionals, and developers.To analyze the branding and positioning of a complex new technology offering: by defining a new product offering for public understanding and comprehension; evaluating brand strategies for optimal effect, considering possible hurdles to implementation of each strategy; and developing a value proposition attractive to differing audiences.

PurposeThis research extends understanding of the role brand co-creation plays in encouraging ethical consumption. The paper addresses sustainable development goal 12 (SDG 12): ensure sustainable consumption and production patterns, exploring how brand co-creation can be employed to advance this development goal.Design/methodology/approachThe Customer Brand Co-creation Model is used within an embedded case design to understand the role of the brand and the consumer in promoting sustainable consumption within the fashion industry.FindingsInitial insights suggest marketing has much to offer sustainability through the use of the brand. An extended brand co-creation framework highlights the importance of embedding sustainability and viewing the consumer as central to mobilising SDG12.Practical implicationsAn important concern is to ensure sustainability is embedded within the activities and strategy of the organisation and viewed as integral rather than peripheral.Originality/valueThe paper examines aspects crucial to co-creation of “sustainability” through a focus on both the consumer and the brand. Case narratives provide a strong foundation to consider the Customer Brand Co-creation Model and implications of this framework for managerial practice. This study extends the model to encompass the umbrella of “sustainability” and the firm's perspective.

Purpose This research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market. Design/methodology/approach There were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding. Findings It was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals. Research limitations/implications The research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature. Practical implications As the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace. Originality/value Realizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.

Comprehensive strategic and marketing plan in tourism is necessary to define certain attractive features and products within the tourism umbrella brand and its constituent units - tourism clusters, in order to make them recognisable on the market. Since natural scenic spots are not the only determining factor when choosing a destination anymore, it is necessary to perform a comprehensive branding of other tourist attractions too. This paper presents a model for tourist clusterisation of Dalmatia as the umbrella brand of the region. A portfolio of tourism products and appropriate target markets are defined for each cluster. The paper gives an example of Istria region which defined its tourism clusters by designing the master plan for tourism development for the period 2002-2012. The authors have used the Istria example as the basis for their model for clustering Dalmatia as the regional umbrella brand of tourism. The authors also indicate the characteristics of the model and the opportunities and obstacles to its implementation.

Engagement in any capacity with mainstream media since mid-2001 has meant immersion in the cross-platform, multimedia phenomenon of Harry Potter: Muggle outcast; boy wizard; corporate franchise. Consumers even casually perusing contemporary popular culture could be forgiven for suspecting they have entered a MÃbius loop in which Harry Potter-related media products and merchandise are ubiquitous: books; magazine cover stories; newspaper articles; websites; television specials; hastily assembled author biographies; advertisements on broadcast and pay television; children's merchandising; and theme park attractions. Each of these media commodities has been anchored in and cross-promoted by America Online-Time Warner's (AOL-TW) first instalment in a projected seven-film sequence—Harry Potter and the Philosopher's Stone.1 The marketing campaign has gradually escalated in the three years elapsing between AOL-TW subsidiary Warner Bros' purchase from J.K. Rowling of the film and merchandising rights to the first two Harry Potter books, and the November 2001 world premiere of the film (Sherber 55). As current AOL-TW CEO Richard Parsons accurately forecast, "You're not going to be able to go anywhere without knowing about it. This could be a bigger franchise than Star Wars" (Auletta 50). Yet, AOL-TW's promotional strategy did not limit itself to creating mere awareness of the film's release. Rather, its tactic was to create an all-encompassing environment structured around the immense value of the Harry Potter brand—a "brand cocoon" which consumers do not so much enter and exit as choose to exist within (Klein 2002). In twenty-first-century mass marketing, the art is to target affluent consumers willing to direct their informational, entertainment, and consumption practices increasingly within the "walled garden" of a single conglomerate's content offerings (Auletta 55). Such an idealised modern consumer avidly samples the diversified product range of the parent conglomerate, but does so specifically by consuming multiple products derived from essentially the same content reservoir. Provided a match between consumer desire and brand can be achieved with sufficient accuracy and demographic breadth, the commercial returns are obvious: branded consumers pay multiple times for only marginally differentiated products. The Brand-Conglomerate Nexus Recyclable content has always been embraced by media industries, as cultural commodities such as early films of stage variety acts, Hollywood studio-era literary adaptations, and movie soundtrack LPs attest. For much of the twentieth century, the governing dynamic of content recycling was sequential, in that a content package (be it a novel, stage production or film) would succeed in its home medium and then, depending upon its success and potential for translation across formats, could be repackaged in a subsequent medium. Successful content repackaging may re-energise demand for earlier formatting of the same content (as film adaptations of literary bestsellers reliably increase sales of the originating novel). Yet the cultural industries providing risk capital to back content repackaging formerly required solid evidence that content had achieved immense success in its first medium before contemplating reformulations into new media. The cultural industries radically restructured in the last decades of the twentieth century to produce the multi-format phenomenon of which Harry Potter is the current apotheosis: multiple product lines in numerous corporate divisions are promoted simultaneously, the synchronicity of product release being crucial to the success of the franchise as a whole. The release of individual products may be staggered, but the goal is for products to be available simultaneously so that they work in aggregate to drive consumer awareness of the umbrella brand. Such streaming of content across parallel media formats is in many ways the logical culmination of broader late-twentieth-century developments. Digital technology has functionally integrated what were once discrete media operating platforms, and major media conglomerates have acquired subsidiaries in virtually all media formats on a global scale. Nevertheless, it remains true that the commercial risks inherent in producing, distributing and promoting a cross-format media phenomenon are vastly greater than the formerly dominant sequential approach, massively escalating financial losses should the elusive consumer-brand fit fail to materialise. A key to media corporations' seemingly quixotic willingness to expose themselves to such risk is perhaps best provided by Michael Harkavy, Warner Bros' vice-president of worldwide licensing, in his comments on Warner Music Group's soundtrack for the first Harry Potter film: It will be music for the child in us all, something we hope to take around the world that will take us to the next level of synergy between consumer products, the [AOL-TW cable channel] Cartoon Network, our music, film, and home video groups—building a longtime franchise for Harry as a team effort. (Traiman 51) The relationship between AOL-TW and the superbrand Harry Potter is essentially symbiotic. AOL-TW, as the world's largest media conglomerate, has the resources to exploit fully economies of scale in production and distribution of products in the vast Harry Potter franchise. Similarly, AOL-TW is pre-eminently placed to exploit the economies of scope afforded by its substantial holdings in every form of content delivery, allowing cross-subsidisation of the various divisions and, crucially, cross-promotion of the Harry Potter brand in an endless web of corporate self-referentiality. Yet it is less frequently acknowledged that AOL-TW needs the Harry Potter brand as much as the global commercialisation of Harry Potter requires AOL-TW. The conglomerate seeks a commercially protean megabrand capable of streaming across all its media formats to drive operating synergies between what have historically been distinct commercial divisions ("Welcome"; Pulley; Auletta 55). In light of AOL-TW's record US$54.2b losses in the first quarter of 2002, the long-term viability of the Harry Potter franchise is, if anything, still more crucial to the conglomerate's health than was envisaged at the time of its dot.com-fuelled January 2000 merger (Goldberg 23; "AOL" 35). AOL-TW's Richard Parsons conceptualises Harry Potter specifically as an asset "driving synergy both ways", neatly encapsulating the symbiotic interdependence between AOL-TW and its star franchise: "we use the different platforms to drive the movie, and the movie to drive business across the platforms" ("Harry Potter" 61). Characteristics of the Harry Potter Brand AOL-TW's enthusiasm to mesh its corporate identity with the Harry Potter brand stems in the first instance from demonstrated consumer loyalty to the Harry Potter character: J.K. Rowling's four books have sold in excess of 100m copies in 47 countries and have been translated into 47 languages.2 In addition, the brand has shown a promising tendency towards demographic bracket-creep, attracting loyal adult readers in sufficient numbers to prompt UK publisher Bloomsbury to diversify into adult-targeted editions. As alluring for AOL-TW as this synchronic brand growth is, the real goldmine inheres in the brand's potential for diachronic growth. From her first outlines of the concept, Rowling conceived of the Potter story as a seven-part series, which from a marketing perspective ensures the broadscale re-promotion of the Harry Potter brand on an almost annual basis throughout the current decade. This moreover assists re-release of the first film on an approximately five-year basis to new audiences previously too young to fall within its demographic catchment—the exact strategy of "classic" rebranding which has underwritten rival studio Disney's fortunes.3 Complementing this brand extension is the potential to grow child consumers through the brand as Harry Potter sequels are produced. Harry Potter and the Philosopher's Stone director Chris Columbus spruiks enthusiastically that "the beauty of making these books into films is that with each one, Harry is a year older, so [child actor] Daniel [Radcliffe] can remain Harry as long as we keep making them" (Manelis 111). Such comments suggest the benefits of luring child consumers through the brand as they mature, harnessing their intense loyalty to the child cast and, through the cast, to the brand itself. The over-riding need to be everything to everyone—exciting to new consumers entering the brand for the first time, comfortingly familiar to already seasoned consumers returning for a repeat hit—helps explain the retro-futuristic feel of the first film's production design. Part 1950s suburban Hitchcock, Part Dickensian London, part Cluny-tapestry medievalism, part public school high-Victorianism, Harry Potter and the Philosopher's Stone strives for a commercially serviceable timelessness, in so doing reinforcing just how very twenty-first-century its conception actually is. In franchise terms, this conscious drive towards retro-futurism fuels Harry Potter's "toyetic potential" (Siegel, "Toys" 19). The ease with which the books' complex plots and mise-en-scene lend themselves to subsidiary rights sales and licensed merchandising in part explains Harry Potter's appeal to commercial media. AOL-TW executives in their public comments have consistently stayed on-message in emphasising "magic" as the brand's key aspirational characteristic, and certainly scenes such as the arrival at Hogwarts, the Quidditch match, the hatching of Hagrid's dragon and the final hunt through the school's dungeons serve as brilliant advertisements for AOL-TW's visual effects divisions. Yet the film exploits many of these "magic" scenes to introduce key tropes of its merchandising programme—Bertie Bott's Every Flavour Beans, chocolate frogs, Hogwarts house colours, the sorting hat, Scabbers the rat, Hedwig, the Remembrall—such that it resembles a series of home shopping advertisements with unusually high production values. It is this railroading of the film's narrative into opportunities for consumerist display which leads film critic Cynthia Fuchs to dub the Diagon Alley shopping scene "the film's cagiest moment, at once a familiar activity for school kid viewers and an apt metaphor for what this movie is all about—consumption, of everything in sight." More telling than the normalising of shopping as filmic activity in Harry Potter and the Philosopher's Stone is the eclipse of the book's checks on commodity fetishism: its very British sensitivity to class snubs for the large and impecunious Weasley family; the puzzled contempt Hogwarts initiates display for Muggle money; the gentle ribbing at children's obsession with branded sports goods. The casual browser in the Warner Bros store confronted with a plastic, light-up version of the Nimbus 2000 Quidditch broomstick understands that even the most avid authorial commitment to delimiting spin-off merchandise can try the media conglomerate's hand only so far. Constructing the Harry Potter Franchise The film Harry Potter and the Philosopher's Stone constitutes the indispensable brand anchor for AOL-TW's intricate publicity and sales strategy around Harry Potter. Because content recycling within global media conglomerates is increasingly lead by film studio divisions, the opening weekend box office taking for a brand-anchoring film is crucial to the success of the broader franchise and, by extension, to the corporation as a whole. Critic Thomas Schatz's observation that the film's opening serves as "the "launch site" for its franchise development, establishing its value in all other media markets" (83) highlights the precariousness of such multi-party financial investment all hinging upon first weekend takings. The fact that Harry Potter and the Philosopher's Stone broke (then standing) box office records with its 16 November 2001 three-day weekend openings in the US and the UK, garnering US$93.2m and GBP16m respectively, constituted the crucial first stage in AOL-TW's brand strategy (Collins 9; Fierman and Jensen 26). But it formed only an initial phase, as subsequent content recycling and cross-promotion was then structured to radiate outwards from this commercial epicentre. Three categories of recycled AOL-TW Harry Potter content are discernible, although they are frequently overlapping and not necessarily sequential. The first category, most closely tied to the film itself, are instances of reused digital content, specifically in the advance publicity trailer viewable on the official website, and downloads of movie clips, film stills and music samples from the film and its soundtrack.4 Secondly, at one remove from the film itself, is AOL-TW's licensing of film "characters, names and related indicia" to secondary manufacturers, creating tie-in merchandise designed to cross-promote the Harry Potter brand and stoke consumer investment (both emotional and financial) in the phenomenon.5 This campaign phase was itself tactically designed with two waves of merchandising release: a September 2000 launch of book-related merchandise (with no use of film-related Harry Potter indicia permitted); and a second, better selling February 2001 release of ancillary products sporting Harry Potter film logos and visual branding which coincided with and reinforced the marketing push specifically around the film's forthcoming release (Sherber 55; Siegel, "From Hype" 24; Lyman and Barnes C1; Martin 5). Finally, and most crucial to the long-term strategy of the parent conglomerate, Harry Potter branding was used to drive consumer take up of AOL-TW products not generally associated with the Harry Potter brand, as a means of luring consumers out of their established technological or informational comfort zones. Hence, the official Harry Potter website is laced with far from accidental offers to trial Internet service provider AOL; TimeWarner magazines Entertainment Weekly, People, and Time ran extensive taster stories about the film and its loyal fan culture (Jensen 56-57; Fierman and Jensen 26-28; "Magic Kingdom" 132-36; Corliss 136; Dickinson 115); AOL-TW's Moviefone bookings service advertised pre-release Harry Potter tickets on its website; and Warner Bros Movie World theme park on the Gold Coast in Australia heavily promoted its Harry Potter Movie Magic Experience. Investment in a content brand on the scale of AOL-TW's outlay of US$1.4m for Harry Potter must not only drive substantial business across every platform of the converged media conglomerate by providing premium content (Grover 66). It must, crucially for the long run, also drive take up and on-going subscriptions to the delivery services owned by the parent corporation. Energising such all-encompassing strategising is the corporate nirvana of seamless synergy: between content and distribution; between the Harry Potter and AOL-TW brands; between conglomerate and consumer. Notes 1. The film, like the first of J.K. Rowling's books, is titled Harry Potter and the Sorcerer's Stone in the "metaphysics-averse" US ("Harry Potter" 61). 2. Publishing statistics sourced from Horn and Jones (59), Manelis (110) and Bloomsbury Publishing's Harry Potter website: http://www.bloomsburymagazine.com/harryp.... 3. Interestingly, Disney tangentially acknowledged the extent to which AOL-TW has appropriated Disney's own content recycling strategies. In a film trailer for the Pixar/Disney animated collaboration Monsters, Inc. which screened in Australia and the US before Harry Potter sessions, two monsters play a game of charades to which the answer is transparently "Harry Potter." In the way of such homages from one media giant to another, it nevertheless subtly directs the audience to the Disney product screening in an adjacent cinema. 4. The official Harry Potter film website is http://harrypotter.warnerbros.com. The official site for the soundtrack to Harry Potter and the Philosopher's/Sorcerer's Stone is: http://www.harrypottersoundtrack.com. 5. J.K. Rowling." A page and a half of non-negotiable "Harry Potter Terms of Use" further spells out prohibitions on use or modification of site content without the explicit (and unlikely) consent of AOL-TW (refer: http://harrypotter.warnerbros.com/cmp/te...). References "AOL losses 'sort of a deep disappointment'." Weekend Australian 18-19 May 2002: 35. Auletta, Ken. "Leviathan." New Yorker 29 Oct. 2001: 50-56, 58-61. Collins, Luke. "Harry Potter's Magical $178m Opening." Australian Financial Review 20 Nov. 2001: 9. Corliss, Richard. "Wizardry without Magic." Time 19 Nov. 2001: 136. Dickinson, Amy. "Why Movies make Readers." Time 10 Dec. 2001: 115. Fierman, Daniel, and Jeff Jensen. "Potter of Gold: J.K. Rowling's Beloved Wiz Kid hits Screensand Breaks Records." Entertainment Weekly 30 Nov. 2001: 26-28. Fuchs, Cynthia. "The Harry Hype." PopPolitics.com 19 Nov. 2001: n.pag. Online. Internet. 8 Mar. 2002. Available <http://www.poppolitics.com/articles/2001-11-19-harry.shtml>. Goldberg, Andy. "Time Will Tell." Sydney Morning Herald 27-28 Apr. 2002: 23. Grover, Ronald. "Harry Potter and the Marketer's Millstone." Business Week 15 Oct. 2001: 66. Harry Potter and the Philosopher's Stone. Dir. Chris Columbus. Screenplay by Steve Kloves. Warner Bros, 2001. "Harry Potter and the Synergy Test." Economist 10 Nov. 2001: 61-62. Herman, Edward S., and Robert W. McChesney. The Global Media: The New Missionaries of Corporate Capitalism. London: Cassell, 1997. Horn, John, and Malcolm Jones. "The Bubble with Harry." The Bulletin/Newsweek 13 Nov. 2001: 58-59. Jensen, Jeff. "Holiday Movie Preview: Potter's Field." Entertainment Weekly 16 Nov. 2001: 56-57. Klein, Naomi. "Naomi KleinNo Logo." The Media Report. ABC Radio National webtranscript. Broadcast in Sydney, 17 Jan. 2002. Online. Internet. 19 Feb. 2002. Available <http://www.abc.net.au/rn/talks/8:30/mediarpt/stories/s445871.htm>. Lyman, Rick, and Julian E. Barnes. "The Toy War for Holiday Movies is a Battle Among 3 Heavyweights." New York Times 12 Nov. 2001: C1. "Magic Kingdom." People Weekly 14 Jan. 2002: 132-36. Manelis, Michele. "Potter Gold." Bulletin 27 Nov. 2001: 110-11. Martin, Peter. "Rowling Stock." Weekend Australian 24-25 Nov. 2001: Review, 1, 4-5. Pulley, Brett. "Morning After." Forbes 7 Feb. 2000: 54-56. Rowling, J.K. Harry Potter and the Philosopher's Stone. London: Bloomsbury, 1997. Schatz, Thomas. "The Return of the Hollywood Studio System." Conglomerates and the Media. Erik Barnouw et al. New York: New Press, 1997. 73-106. Sherber, Anne. "Licensing 2000 Showcases Harry Potter, Rudolph for Kids." Billboard 8 Jul. 2000: 55. Siegel, Seth M. "Toys & Movies: Always? Never? Sometimes!" Brandweek 12 Feb. 2001: 19. ---. "From Hype to Hope." Brandweek 11 Jun. 2001: 24. Traiman, Steve. "Harry Potter, Powerpuff Girls on A-list at Licensing 2000." Billboard 1 Jul. 2000: 51, 53. "Welcome to the 21st Century." Business Week 24 Jan. 2000: 32-34, 36-38. Links http://www.bloomsburymagazine.com/harrypotter/muggles http://www.harrypottersoundtrack.com http://harrypotter.warnerbros.com http://www.poppolitics.com/articles/2001-11-19-harry.shtml http://www.abc.net.au/rn/talks/8:30/mediarpt/stories/s445871.htm http://harrypotter.warnerbros.com/cmp/terms.html Citation reference for this article MLA Style Murray, Simone. "Harry Potter, Inc." M/C: A Journal of Media and Culture 5.4 (2002). [your date of access] < http://www.media-culture.org.au/mc/0208/recycling.php>. Chicago Style Murray, Simone, "Harry Potter, Inc." M/C: A Journal of Media and Culture 5, no. 4 (2002), < http://www.media-culture.org.au/mc/0208/recycling.php> ([your date of access]). APA Style Murray, Simone. (2002) Harry Potter, Inc.. M/C: A Journal of Media and Culture 5(4). < http://www.media-culture.org.au/mc/0208/recycling.php> ([your date of access]).

Of late, the concept of corporate social responsibility has gained prominence from all avenues. Across the globe, most of the prominent leading corporations seem to have realized the importance of being associated with socially relevant causes as a means of promoting their brands. Corporate have started moving from what is our share mode to what is our environmental impact and how much we are accountable mode. Nearly all leading organizations in India are involved in corporate social responsibility (CSR) programmes in areas like education, health, livelihood creation, skill development, and empowerment of not just the weaker sections of the society but the society in large. This paper examines the concept of few notable firms sacrificing profits in the social interest within the environmental realm especially for children. Although the analysis of goodwill and quality of different initiatives within the umbrella of CSR is challenging, an attempt can be made to fulfill the social responsibility. The authors have tried to take four Indian firms who are exclusively into a robust CSR strategy, where child rights are being respected and protected. These programmes aim at holistic development of the concerned. The objective, sector, modus operandi and the scope of the programmes are investigated. Also a small effort has been made to understand the needs of children in India, scope of the corporate in fulfilling those needs and facilitate long term change in the lives of the marginalized children. A brief analysis regarding the best practices by the authors suggests that integrated empowerment is needed for sustainable development in the society. Moreover protecting the rights of children should be integral to every CSR strategy. Corporate can impact the access to the necessities, which are essential for survival and development of children in many ways.

IntroductionTasmania hangs from the map of Australia like a drop in freefall from the substance of the mainland. Often the whole state is mislaid from Australian maps and logos (Reddit). Tasmania has, at least since federation, been considered peripheral—a region seen as isolated, a ‘problem’ economically, politically, and culturally. However, Tasmania not only cleaves to the ‘north island’ of Australia but is also subject to the gravitational pull of an even greater land mass—Antarctica. In this article, we upturn the political conventions of map-making that place both Antarctica and Tasmania in obscure positions at the base of the globe. We show how a changing global climate re-frames Antarctica and the Southern Ocean as key drivers of worldwide environmental shifts. The liquid and solid water between Tasmania and Antarctica is revealed not as a homogenous barrier, but as a dynamic and relational medium linking the Tasmanian archipelago with Antarctica. When Antarctica becomes the focus, the script is flipped: Tasmania is no longer on the edge, but core to a network of gateways into the southern land. The state’s capital of Hobart can from this perspective be understood as an “Antarctic city”, central to the geopolitics, economy, and culture of the frozen continent (Salazar et al.). Viewed from the south, we argue, Tasmania is not a problem, but an opportunity for a form of ecological, cultural, economic, and political sustainability that opens up the southern continent to science, discovery, and imagination.A Centre at the End of the Earth? Tasmania as ParadoxThe islands of Tasmania owe their existence to climate change: a period of warming at the end of the last ice age melted the vast sheets of ice covering the polar regions, causing sea levels to rise by more than one hundred metres (Tasmanian Climate Change Office 8). Eleven thousand years ago, Aboriginal people would have witnessed the rise of what is now called Bass Strait, turning what had been a peninsula into an archipelago, with the large island of Tasmania at its heart. The heterogeneous practices and narratives of Tasmanian regional identity have been shaped by the geography of these islands, and their connection to the Southern Ocean and Antarctica. Regions, understood as “centres of collective consciousness and sociospatial identities” (Paasi 241) are constantly reproduced and reimagined through place-based social practices and communications over time. As we will show, diverse and contradictory narratives of Tasmanian regionality often co-exist, interacting in complex and sometimes complementary ways. Ecocritical literary scholar C.A. Cranston considers duality to be embedded in the textual construction of Tasmania, writing “it was hell, it was heaven, it was penal, it was paradise” (29). Tasmania is multiply polarised: it is both isolated and connected; close and far away; rich in resources and poor in capital; the socially conservative birthplace of radical green politics (Hay 60). The weather, as if sensing the fine balance of these paradoxes, blows hot and cold at a moment’s notice.Tasmania has wielded extraordinary political influence at times in its history—notably during the settlement of Melbourne in 1835 (Boyce), and during protests against damming the Franklin River in the early 1980s (Mercer). However, twentieth-century historical and political narratives of Tasmania portray the Bass Strait as a barrier, isolating Tasmanians from the mainland (Harwood 61). Sir Bede Callaghan, who headed one of a long line of federal government inquiries into “the Tasmanian problem” (Harwood 106), was clear that Tasmania was a victim of its own geography:the major disability facing the people of Tasmania (although some residents may consider it an advantage) is that Tasmania is an island. Separation from the mainland adversely affects the economy of the State and the general welfare of the people in many ways. (Callaghan 3)This perspective may stem from the fact that Tasmania has maintained the lowest Gross Domestic Product per capita of all states since federation (Bureau of Infrastructure Transport and Regional Economics 9). Socially, economically, and culturally, Tasmania consistently ranks among the worst regions of Australia. Statistical comparisons with other parts of Australia reveal the population’s high unemployment, low wages, poor educational outcomes, and bad health (West 31). The state’s remoteness and isolation from the mainland states and its reliance on federal income have contributed to the whole of Tasmania, including Hobart, being classified as ‘regional’ by the Australian government, in an attempt to promote immigration and economic growth (Department of Infrastructure and Regional Development 1). Tasmania is indeed both regional and remote. However, in this article we argue that, while regionality may be cast as a disadvantage, the island’s remote location is also an asset, particularly when viewed from a far southern perspective (Image 1).Image 1: Antarctica (Orthographic Projection). Image Credit: Wikimedia Commons, Modified Shading of Tasmania and Addition of Captions by H. Nielsen.Connecting Oceans/Collapsing DistanceTasmania and Antarctica have been closely linked in the past—the future archipelago formed a land bridge between Antarctica and northern land masses until the opening of the Tasman Seaway some 32 million years ago (Barker et al.). The far south was tangible to the Indigenous people of the island in the weather blowing in from the Southern Ocean, while the southern lights, or “nuyina”, formed a visible connection (Australia’s new icebreaker vessel is named RSV Nuyina in recognition of these links). In the contemporary Australian imagination, Tasmania tends to be defined by its marine boundaries, the sea around the islands represented as flat, empty space against which to highlight the topography of its landscape and the isolation of its position (Davies et al.). A more relational geographic perspective illuminates the “power of cross-currents and connections” (Stratford et al. 273) across these seascapes. The sea country of Tasmania is multiple and heterogeneous: the rough, shallow waters of the island-scattered Bass Strait flow into the Tasman Sea, where the continental shelf descends toward an abyssal plain studded with volcanic seamounts. To the south, the Southern Ocean provides nutrient-rich upwellings that attract fish and cetacean populations. Tasmania’s coast is a dynamic, liminal space, moving and changing in response to the global currents that are driven by the shifting, calving and melting ice shelves and sheets in Antarctica.Oceans have long been a medium of connection between Tasmania and Antarctica. In the early colonial period, when the seas were the major thoroughfares of the world and inland travel was treacherous and slow, Tasmania’s connection with the Southern Ocean made it a valuable hub for exploration and exploitation of the south. Between 1642 and 1900, early European explorers were followed by British penal colonists, convicts, sealers, and whalers (Kriwoken and Williamson 93). Tasmania was well known to polar explorers, with expeditions led by Jules Dumont d’Urville, James Clark Ross, Roald Amundsen, and Douglas Mawson all transiting through the port of Hobart. Now that the city is no longer a whaling hub, growing populations of cetaceans continue to migrate past the islands on their annual journeys from the tropics, across the Sub-Antarctic Front and Antarctic circumpolar current, and into the south polar region, while southern species such as leopard seals are occasionally seen around Tasmania (Tasmania Parks and Wildlife). Although the water surrounding Tasmania and Antarctica is at times homogenised as a ‘barrier’, rendering these places isolated, the bodies of water that surround both are in fact permeable, and regularly crossed by both humans and marine species. The waters are diverse in their physical characteristics, underlying topography, sea life, and relationships, and serve to connect many different ocean regions, ecosystems, and weather patterns.Views from the Far SouthWhen considered in terms of its relative proximity to Antarctic, rather than its distance from Australia’s political and economic centres, Tasmania’s identity undergoes a significant shift. A sign at Cockle Creek, in the state’s far south, reminds visitors that they are closer to Antarctica than to Cairns, invoking a discourse of connectedness that collapses the standard ten-day ship voyage to Australia’s closest Antarctic station into a unit comparable with the routinely scheduled 5.5 hour flight to North Queensland. Hobart is the logistical hub for the Australian Antarctic Division and the French Institut Polaire Francais (IPEV), and has hosted Antarctic vessels belonging to the USA, South Korea, and Japan in recent years. From a far southern perspective, Hobart is not a regional Australian capital but a global polar hub. This alters the city’s geographic imaginary not only in a latitudinal sense—from “top down” to “bottom up”—but also a longitudinal one. Via its southward connection to Antarctica, Hobart is also connected east and west to four other recognized gateways: Cape Town in South Africa, Christchurch in New Zealand; Punta Arenas in Chile; and Ushuaia in Argentina (Image 2). The latter cities are considered small by international standards, but play an outsized role in relation to Antarctica.Image 2: H. Nielsen with a Sign Announcing Distances between Antarctic ‘Gateway’ Cities and Antarctica, Ushuaia, Argentina, 2018. Image Credit: Nicki D'Souza.These five cities form what might be called—to adapt geographer Klaus Dodds’ term—a ‘Southern Rim’ around the South Polar region (Dodds Geopolitics). They exist in ambiguous relationship to each other. Although the five cities signed a Statement of Intent in 2009 committing them to collaboration, they continue to compete vigorously for northern hemisphere traffic and the brand identity of the most prominent global gateway. A state government brochure spruiks Hobart, for example, as the “perfect Antarctic Gateway” emphasising its uniqueness and “natural advantages” in this regard (Tasmanian Government, 2016). In practice, the cities are automatically differentiated by their geographic position with respect to Antarctica. Although the ‘ice continent’ is often conceived as one entity, it too has regions, in both scientific and geographical senses (Terauds and Lee; Antonello). Hobart provides access to parts of East Antarctica, where the Australian, French, Japanese, and Chinese programs (among others) have bases; Cape Town is a useful access point for Europeans going to Dronning Maud Land; Christchurch is closest to the Ross Sea region, site of the largest US base; and Punta Arenas and Ushuaia neighbour the Antarctic Peninsula, home to numerous bases as well as a thriving tourist industry.The Antarctic sector is important to the Tasmanian economy, contributing $186 million (AUD) in 2017/18 (Wells; Gutwein; Tasmanian Polar Network). Unsurprisingly, Tasmania’s gateway brand has been actively promoted, with the 2016 Australian Antarctic Strategy and 20 Year Action Plan foregrounding the need to “Build Tasmania’s status as the premier East Antarctic Gateway for science and operations” and the state government releasing a “Tasmanian Antarctic Gateway Strategy” in 2017. The Chinese Antarctic program has been a particular focus: a Memorandum of Understanding focussed on Australia and China’s Antarctic relations includes a “commitment to utilise Australia, including Tasmania, as an Antarctic ‘gateway’.” (Australian Antarctic Division). These efforts towards a closer relationship with China have more recently come under attack as part of a questioning of China’s interests in the region (without, it should be noted, a concomitant questioning of Australia’s own considerable interests) (Baker 9). In these exchanges, a global power and a state of Australia generally classed as regional and peripheral are brought into direct contact via the even more remote Antarctic region. This connection was particularly visible when Chinese President Xi Jinping travelled to Hobart in 2014, in a visit described as both “strategic” and “incongruous” (Burden). There can be differences in how this relationship is narrated to domestic and international audiences, with issues of sovereignty and international cooperation variously foregrounded, laying the ground for what Dodds terms “awkward Antarctic nationalism” (1).Territory and ConnectionsThe awkwardness comes to a head in Tasmania, where domestic and international views of connections with the far south collide. Australia claims sovereignty over almost 6 million km2 of the Antarctic continent—a claim that in area is “roughly the size of mainland Australia minus Queensland” (Bergin). This geopolitical context elevates the importance of a regional part of Australia: the claims to Antarctic territory (which are recognised only by four other claimant nations) are performed not only in Antarctic localities, where they are made visible “with paraphernalia such as maps, flags, and plaques” (Salazar 55), but also in Tasmania, particularly in Hobart and surrounds. A replica of Mawson’s Huts in central Hobart makes Australia’s historic territorial interests in Antarctica visible an urban setting, foregrounding the figure of Douglas Mawson, the well-known Australian scientist and explorer who led the expeditions that proclaimed Australia’s sovereignty in the region of the continent roughly to its south (Leane et al.). Tasmania is caught in a balancing act, as it fosters international Antarctic connections (such hosting vessels from other national programs), while also playing a key role in administering what is domestically referred to as the Australian Antarctic Territory. The rhetoric of protection can offer common ground: island studies scholar Godfrey Baldacchino notes that as island narratives have moved “away from the perspective of the ‘explorer-discoverer-colonist’” they have been replaced by “the perspective of the ‘custodian-steward-environmentalist’” (49), but reminds readers that a colonising disposition still lurks beneath the surface. It must be remembered that terms such as “stewardship” and “leadership” can undertake sovereignty labour (Dodds “Awkward”), and that Tasmania’s Antarctic connections can be mobilised for a range of purposes. When Environment Minister Greg Hunt proclaimed at a press conference that: “Hobart is the gateway to the Antarctic for the future” (26 Apr. 2016), the remark had meaning within discourses of both sovereignty and economics. Tasmania’s capital was leveraged as a way to position Australia as a leader in the Antarctic arena.From ‘Gateway’ to ‘Antarctic City’While discussion of Antarctic ‘Gateway’ Cities often focuses on the economic and logistical benefit of their Antarctic connections, Hobart’s “gateway” identity, like those of its counterparts, stretches well beyond this, encompassing geological, climatic, historical, political, cultural and scientific links. Even the southerly wind, according to cartoonist Jon Kudelka, “has penguins in it” (Image 3). Hobart residents feel a high level of connection to Antarctica. In 2018, a survey of 300 randomly selected residents of Greater Hobart was conducted under the umbrella of the “Antarctic Cities” Australian Research Council Linkage Project led by Assoc. Prof. Juan Francisco Salazar (and involving all three present authors). Fourteen percent of respondents reported having been involved in an economic activity related to Antarctica, and 36% had attended a cultural event about Antarctica. Connections between the southern continent and Hobart were recognised as important: 71.9% agreed that “people in my city can influence the cultural meanings that shape our relationship to Antarctica”, while 90% agreed or strongly agreed that Hobart should play a significant role as a custodian of Antarctica’s future, and 88.4% agreed or strongly agreed that: “How we treat Antarctica is a test of our approach to ecological sustainability.” Image 3: “The Southerly” Demonstrates How Weather Connects Hobart and Antarctica. Image Credit: Jon Kudelka, Reproduced with Permission.Hobart, like the other gateways, activates these connections in its conscious place-branding. The city is particularly strong as a centre of Antarctic research: signs at the cruise-ship terminal on the waterfront claim that “There are more Antarctic scientists based in Hobart […] than at any other one place on earth, making Hobart a globally significant contributor to our understanding of Antarctica and the Southern Ocean.” Researchers are based at the Institute for Marine and Antarctic Studies (IMAS), the Commonwealth Scientific and Industrial Research Organisation (CSIRO), and the Australian Antarctic Division (AAD), with several working between institutions. Many Antarctic researchers located elsewhere in the world also have a connection with the place through affiliations and collaborations, leading journalist Jo Chandler to assert that “the breadth and depth of Hobart’s knowledge of ice, water, and the life forms they nurture […] is arguably unrivalled anywhere in the world” (86).Hobart also plays a significant role in Antarctica’s governance, as the site of the secretariats for the Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR) and the Agreement on the Conservation of Albatrosses and Petrels (ACAP), and as host of the Antarctic Consultative Treaty Meetings on more than one occasion (1986, 2012). The cultural domain is active, with Tasmanian Museum and Art Gallery (TMAG) featuring a permanent exhibit, “Islands to Ice”, emphasising the ocean as connecting the two places; the Mawson’s Huts Replica Museum aiming (among other things) to “highlight Hobart as the gateway to the Antarctic continent for the Asia Pacific region”; and a biennial Australian Antarctic Festival drawing over twenty thousand visitors, about a sixth of them from interstate or overseas (Hingley). Antarctic links are evident in the city’s natural and built environment: the dolerite columns of Mt Wellington, the statue of the Tasmanian Antarctic explorer Louis Bernacchi on the waterfront, and the wharfs that regularly accommodate icebreakers such as the Aurora Australis and the Astrolabe. Antarctica is figured as a southern neighbour; as historian Tom Griffiths puts it, Tasmanians “grow up with Antarctica breathing down their necks” (5). As an Antarctic City, Hobart mediates access to Antarctica both physically and in the cultural imaginary.Perhaps in recognition of the diverse ways in which a region or a city might be connected to Antarctica, researchers have recently been suggesting critical approaches to the ‘gateway’ label. C. Michael Hall points to a fuzziness in the way the term is applied, noting that it has drifted from its initial definition (drawn from economic geography) as denoting an access and supply point to a hinterland that produces a certain level of economic benefits. While Hall looks to keep the term robustly defined to avoid empty “local boosterism” (272–73), Gabriela Roldan aims to move the concept “beyond its function as an entry and exit door”, arguing that, among other things, the local community should be actively engaged in the Antarctic region (57). Leane, examining the representation of Hobart as a gateway in historical travel texts, concurs that “ingress and egress” are insufficient descriptors of Tasmania’s relationship with Antarctica, suggesting that at least discursively the island is positioned as “part of an Antarctic rim, itself sharing qualities of the polar region” (45). The ARC Linkage Project described above, supported by the Hobart City Council, the State Government and the University of Tasmania, as well as other national and international partners, aims to foster the idea of the Hobart and its counterparts as ‘Antarctic cities’ whose citizens act as custodians for the South Polar region, with a genuine concern for and investment in its future.Near and Far: Local Perspectives A changing climate may once again herald a shift in the identity of the Tasmanian islands. Recognition of the central role of Antarctica in regulating the global climate has generated scientific and political re-evaluation of the region. Antarctica is not only the planet’s largest heat sink but is the engine of global water currents and wind patterns that drive weather patterns and biodiversity across the world (Convey et al. 543). For example, Tas van Ommen’s research into Antarctic glaciology shows the tangible connection between increased snowfall in coastal East Antarctica and patterns of drought southwest Western Australia (van Ommen and Morgan). Hobart has become a global centre of marine and Antarctic science, bringing investment and development to the city. As the global climate heats up, Tasmania—thanks to its low latitude and southerly weather patterns—is one of the few regions in Australia likely to remain temperate. This is already leading to migration from the mainland that is impacting house prices and rental availability (Johnston; Landers 1). The region’s future is therefore closely entangled with its proximity to the far south. Salazar writes that “we cannot continue to think of Antarctica as the end of the Earth” (67). Shifting Antarctica into focus also brings Tasmania in from the margins. As an Antarctic city, Hobart assumes a privileged positioned on the global stage. This allows the city to present itself as central to international research efforts—in contrast to domestic views of the place as a small regional capital. The city inhabits dual identities; it is both on the periphery of Australian concerns and at the centre of Antarctic activity. Tasmania, then, is not in freefall, but rather at the forefront of a push to recognise Antarctica as entangled with its neighbours to the north.AcknowledgementsThis work was supported by the Australian Research Council under LP160100210.ReferencesAntonello, Alessandro. “Finding Place in Antarctica.” Antarctica and the Humanities. Eds. Peder Roberts, Lize-Marie van der Watt, and Adrian Howkins. London: Palgrave Macmillan, 2016. 181–204.Australian Government. 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Central within the discourses that have surrounded the commercial internet during its emergence has been an underlying promise of disorder. The claims for consumer empowerment with which e-commerce was promoted and discussed within industry and academic literature (Flamberg; Gates; Horton; Levine et al. for instance), coupled with recurring claims that the emergence of e-commerce was as profound a shift as that occasioned by the Industrial Revolution (Dancer; Sullivan; Lynch for instance), established an underlying sense of chaotic upheaval – a clear and present danger to the established order. And on the surface it would appear as if the commercial internet does serve as a challenge to established authority. User interfaces function by offering a degree of autonomy and informal control to the user. However, the infrastructure supporting e-commerce is multi-layered. It is here that the friendly interface cedes to a vast data structure: an ordered and ordering database. Using an August 2002 sample of the corporate portal ninemsn extensively analysed as part of a broader PhD project, this paper explores the tension between front end disorder and back end order. Its goal is to indicate how the surface forms of this site are superimposed on a machinery which orders, or perhaps disciplines, consumer activity. The ninemsn Interface The ninemsn website is typified by a dominance of written text over graphic images. It is constituted primarily by complex noun phrases (the most commonly occurring utterance type) followed by imperative formations. Less often used are statements and interrogatives. The preponderance of noun phrases is readily explained by the metafunction of these utterances as hypertext anchors. Content analyses conducted by Haas and Grams indicate a typical use of noun phrases as anchor text on websites. But it is the fact that all of the phrase types are used on the ninemsn website as hypertext which renders the distinction between utterance types redundant. Despite their different surface forms, the status of the utterances as hypertext anchors makes them similar in terms of function. All of the utterances become actionable, open to activation and engagement by the consumer, thereby challenging their function as direct commands or statements. By inviting the act of linking, hypertext presupposes that there is ‘something else’ which lies behind those pieces of text. They are, therefore, never merely utterances which can be interpreted solely at their surface but are marked by the immanent existence of what Chomsky calls deep structure, layers of significance beyond that revealed in the surface form. None of the linguistic features previously identified is therefore a simple utterance. Each has an alternative form and function by virtue of the fact that it is constituted within a logic of hypertext. On ninemsn all the utterances have the performative (illocutionary) force (Austin) of offers. The surface forms can be read as the result of a transformation (Chomsky) of this underlying linguistic structure. The base form best associated with a commercial institution operating within a hypertextual medium is the interrogative “would you like …?” Consequently, the noun phrase “Bust-shaping bodysuit” (ninemsn Home Page 12 Aug 2002) is a transformation of the underlying interrogative “Would you like a bust-shaping bodysuit?”, or the humble statement “I [ninemsn] offer you [the user] a bust-shaping bodysuit”. But what is significant is that for the site to make sense and serve as something other than a random collection of statements and imperatives, this underlying form must be recovered by the user. And it would be a naïve user indeed who did not recognise the polite offers of hypertext which underpin the commands appearing at the surface of the ninemsn website. These transformative effects mitigate the power, or control, being obviously exerted by the company over the user’s experience of ninemsn. Firstly they do this by transforming commands and bold declaratives into polite inquiries. But the very nature of hypertext alone works to this end. As Miles has argued, the illocutionary force of hypertext, in this case the act of offering, is contained within the relationship between anchor text and the destination site. “It is not in the nodes that hypertext ‘happens’, but in the causal connections and pathways made between nodes” (Miles “Cinematic Paradigms” n.pag.). Thus, for Miles, what becomes important in a hypertextual document is the ‘event of connection’ (“Hypertext Structure” n.pag.) – an act performed by the user. Thus, hypertext and the performative power it extends to the statements on the ninemsn website, make the user the key active agent in the determination of meaning on the site rather than the company. By denying control of the site, both in the form of user activated hypertext and through the underlying invitational nature of its utterances, ninemsn opens itself to random and chaotic interaction. It becomes a site not for the direct and strict ordering of users – neither in the form of direct imperatives nor in the form of control of practice. Rather it is a site for the de-control of user activity. The interactivity enabled by hypertext here becomes a tool for disorder. The ninemsn Database However thus far we have only examined the surface structures of the site, the user-friendly interface of the corporate entity that is ninemsn. Below this lies the infrastructure of the site: the database. ninemsn is a database in two senses. Firstly it is a collection of sites, pages, and links which cohere under the ninemsn brand umbrella. Pages which are marked with the ninemsn brand, and to which links are directly offered from the site, do not constitute the entire World Wide Web. This occurs despite the site’s description as a portal implying that it functions as a window onto the system. At this level, ninemsn can be conceived as a particular ordering through selection and collation of the information system that is the Web. But it is also an active ordering of the activities of the user. By only offering a limited set of links to strategic partners, and offering paid listings foremost in its Web-wide search function, the site delimits the autonomy which it appears to offer at the hypertextual interface. At the level of the database, it becomes an attenuated autonomy, ordered by strategic hyperlinking (Jackson). But ninemsn is also a database of consumers and consumer traffic patterns which are then onsold to advertisers and strategic partners. The site invites users to personalise the interface by entering preferences which effectively expose their consumer behaviour. They are offered memberships which result in extra rewards but involve filling in a proforma listing personal details remarkably similar to the demographic information the site offers advertisers about its consumers. By entering data into the system in these ways – a voluntary act of choice lured by the personalisation options it enables – the consumer becomes ordered. Online consumer activity here becomes organised into a set of pre-ordained fields which constitute that user for the purposes of that transaction (Poster). They become known, not through the self-directed, disorderly conduct of surfing, but through the pre-defined and orderly fields of the marketing database. This effect can be traced further in the commercial Web. By similarly mapping the behaviours of users, cookies and other forms of more passively activated ‘spyware’ also reduce the behaviour of users to pre-constituted fields of value. As the consumer interacts with the system following the polite invitations of hypertext, the system orders this trail into valuable marketing data. Thus, it is the same hypertext which offers the illusion of autonomy at the site interface which enables the increasing surveillance and ordering of consumers at the lower levels of the database. Interactivity as an Ordering Practice Interactivity and its e-commerce companion, the promise of personalisation, here become disciplining practices, seductively drawing the consumer further into the ordering machinery of the site. They encourage the user to submit more and more of their Self – their interests, the trajectory of their logic – to the ordering gaze of the market. Using Virilio’s terms, we can therefore understand interactivity in e-commerce as both an accelerator and a brake on human movement, in this instance the movement of hypertext as the manifestation of individual choice. It is both a technology which ‘empowers’ the user to move in their personally determined disordered fashion, mimicking the radical potential of dynamic bodies, and a delimiting of that potential into the regimented service of commerce. But this is not to argue that consumers necessarily accept this role, nor to imply any (over)- determining role for hypertextual environments. Foucault himself recognises the immanent potential for resistance within any disciplining practice. It is however, to point to the ordered disordering that constitutes the new media environment, particularly in its commercial forms. Like Featherstone on consumer culture we can read interactive media as a site for the ‘controlled de-control’ of emotion. 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Y'); ?> <http://journal.media-culture.org.au/0501/07-jarrett.php>. APA Style Jarrett, K. (Jan. 2005) "Ordering Disorder: ninemsn, Hypertext and Databases," M/C Journal, 7(6). Retrieved echo date('d M. Y'); ?> from <http://journal.media-culture.org.au/0501/07-jarrett.php>.