Multinational Apparel Specialist Retailer Marketing Essay

Multinational Apparel Specialist Retailer Marketing Essay HM Hennes Mauritz AB HM or the group, founded in 1947 and headquartered in Stockholm, Sweden, is a multinational apparel specialist retailer and famous for its fast-fashion clothing for men, women, teenagers and children (Larenaudie, 2004). Besides the companys primary and eponymous chain, the group also operates through four independent brands: Collection of Style (COS), Monki, Weekday, and Cheap Monday (HM, 2011a). Growing with the business concept to offer fashion and quality at the best price, by the end of 2011, the group has grown one of the largest global apparel retailers with presence in 43 markets and nearly 2500 stores (HM, 2011a). HM operates within only a single segment: sale of clothing and cosmetics (MarketLine, 2012), which locates the company as a fast-fashion retailer in global apparel industry. High level of rivalry among competitors has been witnessed within the global apparel industry. And the fluctuating price of raw materials, unpredictability of fashion trends and increasing demand of real-time update from consumers also pose challenges towards fashion retailers. However, HM, as one of the fast-fashion pioneers, has an outstanding and steady performance over the years. There are various factors contributing to HMs outstanding performance. Combined with the industrys key success factors, it is essential for a fashion retailer to balance cost efficiency with differentiation, have strong brand-consciousness and global expansion. Also, the continuously heated corporate social responsibility (CSR) issue remains the key to HMs success. Therefore, this dissertation aims to achieve three goals: To analyse HMs performance based on the global apparel retailing industrys key success factors To competitively analyse HMs position against its competitors, especially Zara (Inditex Group) To reach recommendations for the companys future strategy This chapter serves as a general overview of the paper and aims to help readers with the guideline of thoughts in the dissertation. Chapter Two discusses literature review and methodology. Chapter Three focuses on analysis of global apparel retailing industry with Five Forces Analysis, PESTLE Analysis and Key Success Factors of the industry. Chapter Four is the main analysis of HM, starting based on four key success factors: cost efficiency; brand-consciousness; global expansion; and CSR, followed by competitive positioning of the company, financial analysis, SWOT analysis, and ending with recommendations. Chapter Five is the conclusion of the dissertation. Due to personal limitation of knowledge and reach of resources, several parts of discussions in the dissertation could not be conducted in-depth. No dependable survey and data collections have been conducted due to personal limitation of time and financial support. The dissertation is mainly based on figures and data collected from second-hand resources. Chapter 2: Literature Review and Methodology Literature Review This section serves as a theoretical support for the validity of the analysis of global apparel retailing industry in Chapter Three and analysis of HM in Chapter Four. Industry Analysis The analysis of global apparel retailing industry is conducted with Five Forces Analysis (Chapter 3.2), PESTLE Analysis (Chapter 3.3) and Key Success Factors (Chapter 3.4). Five Forces Analysis developed by Michael Porter illustrates five factors determining the level of competition and profitability within an industry (Grant, 2010). The framework is widely used in industry analysis and is conducted by analysing five sources of competitive pressure: buyer power, supplier power, new entrants, substitutes, and rivalry (Grant, 2010) (see Figure 1). Figure 1: Porters Five Forces framework (Grant, 2010) PESTLE Analysis is a framework to clarify and discuss the external macro-environment that affects an industry which stands for Political, Economic, Social, Technological, Legal, and Environmental factors (Nejati et al, 2008). Key Success Factors of an industry is identified by analysing the factors that help a firm survive and thrive within the market environment (Grant, 2010). By analysing two main criteria what do customers want and how does firm survive competition the shared key elements of customer desire and the nature of rivalry could be identified (Grant, 2010) (see Figure 2) Figure 2: Identifying Key Success Factors (Grant, 2010) Combining Five Forces Analysis with PESTLE Analysis, industry environment could be discussed in details in Chapter Three. After the analysis of industry environment, key success factors will be reached by the model to serve as the basis for company analysis in Chapter Four. Marketing Mix Marketing mix model, also known as the 4Ps, is the combination of Price, Product, Promotion and Place, adopted by companies to explore their unique selling points (McCarthy, 1960) (see Figure 3). Figure 3: Marketing Mix 4Ps (McCarthy, 1960) By employing marketing mix model in Chapter 4.2, the unique marketing combination of HM has been analysed. International Product Life Cycle Theory The product life cycle (PLC) theory explains the basic development of products and motivations for international trade (Ajami Goddard, 2006). The theory describes four discrete stages in a product life cycle: introduction, growth, maturity, and decline (Vernon, 1966) (see Figure 4). Figure 4: Product Life Cycle Theory (Vernon, 1966) The PLC theory has been widely adopted in analysis of international business and trade (Ajami Goddard, 2006). In Chapter 4.2 and Chapter 4.4.1, the theory has been used in explaining HMs product and market select and entry in global expansion progress. Uppsala Model The Uppsala Model suggests that a companys global expansion is a gradual process reliant on market knowledge and incremental decisions (Johanson and Vahlne, 1977; Frynas Mellahi, 2011). The theory is based on the assumption that firms expand globally with logical steps, based on the gathered information from foreign markets, which will lead to greater involvement of market commitment to more international business activities (Johanson and Vahlne, 1977; Frynas Mellahi, 2011). The model is based on two steps. First, when starting foreign market selection and entry, firms normally start expanding to neighbouring countries or countries with small psychic distance (Frynas Mellahi, 2011). Then after gathering experiential market knowledge, the firm expand to foreign markets step by step (Frynas Mellahi, 2011). Figure 5: Uppsala Model (Frynas Mellahi, 2011) The Uppsala Model helps understand a companys choice and plan in international market selection and mode of entry. In Chapter 4.4, Uppsala Model is employed to better illustrate the global expansion strategy of HM. Corporate Social Responsibility The European Commission defines Corporate Social Responsibility as: A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis (Commission of the European Communities, 2001) The importances of CSR has been analysed by Porter and Kramer (2006) as follows: Figure 6: Importance of Corporate Social Responsibility (Porter and Kramer, 2006) In Chapter 4.5, the theory has been used to discuss and analyse HMs involvement in CSR activities and its effects. Market Positioning A firm can achieve its competitive advantages in either of two methods: either it can supply an identical product or service at a lower cost or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation (Grant, 2010), which defines two different approaches to achieve competitive advantages: cost leadership and differentiation. Combining the two approaches with the firms competitive scope either industry-wide or single segment Michael Porter has defined generic strategies as follows (Grant, 2010) (Figure 7): Figure 7: Porters Generic Strategies (Porter, 1980) And a firm should focus on either one of the strategies above and avoid stuck in the middle (Porter, 1980). By defining the firms strategy of achieving competitive advantages, the firm could be positioned in the market. Market positioning is about where you are located in the marketplace, largely as judge by customers, compared to the rest (Piercy, 2009) In Chapter 4.6.1, the market positioning theory has been used to analyse HMs competitive positioning within the market and serve as basis to comparative analysis against its competitors. Methodology As to the methodology of this dissertation, phenomenological paradigm is adopted due to the explanatory and descriptive nature of the analysis. Qualitative approach is implemented in the dissertation for that quantitative method requires the collection and interpretation of abundant accurate primary data to make sure reaching reliable conclusions, while the analysis of HM largely depends on secondary data and research group releases and third party opinions. Due to the limitation of my personal knowledge, further research might be needed for more accurate information to be acquired. Chapter 3: Industry Analysis HM operates within only a single segment: sale of clothing and cosmetics (MarketLine, 2012), which locates the company as a fast-fashion retailer in global apparel industry. The following chapter examines the industry with an overview, Five Forces Analysis, PESTLE Analysis and then comes up with Key Success Factors of the industry. 3.1 Industry Overview The apparel retail industry consists of the sale of menswear, womenswear, childrenswear, clothing accessories, hosiery and footwear within the global market including North America, South America, Western Europe, Eastern Europe, MEA and Asia-Pacific (MarketLine, 2012). Figure 8: Industry Overview of Global Apparel Industry (MarketLine, 2012) The global clothing retailing industry has witnessed moderate growth in recent years. In FY2011, the total revenue of the industry had reached $1175.4 billion, a 2.7% growth between FY2007 and FY2011 (Figure). In all categorical segments, the womenswear segment remained most profitable in FY2011, representing 51.1% of the total value of the industry (Euromonitor International, 2011). Figure 9: Global Apparel Retail Industry Value; Global Apparel Retail Industry Geography Segmentation (MarketLine, 2012) 3.2 Five Forces Analysis As introduced in Chapter 2.1.1, the market will be analysed from five aspects: buyer power, supplier power, substitutes, new entrants and degree of rivalry. The analysis will take individual consumers as key buyers, manufacturers and wholesalers as key suppliers, and other retailers as players. Figure 10: Forces driving competition in the global apparel retail industry (MarketLine, 2011) 3.2.1 Buyer Power In global apparel retail industry, buyers are mostly individual consumers. As clothing has been recognised as symbols of fashion taste and social status, buyer power is weakened by design patterns and branding of a retailer (Bhardwaj and Fairhurst, 2010). However, the low switching costs of consumers strengthen buyer powers due to various choices on market. Furthermore, apparel retailers are at the end of the value chain. In a market where fashion trends change quickly and unpredictably, they have to offer buyers as demanded. This enhances buyer power. Overall, buyer power in this industry is assessed as moderate. 3.2.2 Supplier Power Major suppliers in the industry are clothing manufacturers and wholesalers, which are normally small to medium sized firms (MarketLine, 2011). In most countries, the supplier sector is fragmented because of the absence of diversity among suppliers (MarketLine, 2011). And further fragmentation is made by the retailers ability to outsource from foreign countries, especially from low-wage and labour-intensive regions such as China and India (Deloitte, 2011). However, the law of national minimum wage in some countries raises the labour power of suppliers. So overall, supplier power is assessed as moderate. 3.2.3 New Entrants Moderate growth has been witnessed in global apparel industry, making less people attracted to the market. However, with low barriers to entry and low requirement to start up a business in the industry, there are high possibilities for individuals to enter. And low switching costs for consumers and lack of variety in product differentiation in the market is beneficial for new entrants to compete. However, in some countries (e.g. the US) the market is majorly occupied by some large corporations from scale economies and strong buyer power (MarketLine, 2011). Regulation in the industry has remained little but recently corporate social responsibility issues have been heated among consumers (Idowu Filho, 2008). These factors prove that new entrants are strong threats. 3.2.4 Substitutes There are no substitutes for apparel. However, major substitute for retailing is to buy clothes directly from manufacturers (Zentes et al, 2011). This option is strengthened by the increase of online stores. Online shopping has been increasingly accepted by consumers (Peck et al, 2011). And by running online fashion stores, large amount of overhead could be avoided. There are still niche substitutes like home-made and couture clothing, or second-hand clothing (MarketLine, 2011). However, substitute threats are assessed as weak. 3.2.5 Degree of Rivalry The global apparel clothing industry is considered as fragmented (Jones, 2006). There are large numbers of small size retailers with the same product differentiation. And with increasing number of retailers expanding products to accessories and other diversities, rivalry in the industry has been intensified. With a moderate growth and low requirement of market entry, a high degree of rivalry has been resulted. In conclusion, the global apparel retailing industry is fragmented with moderate growth, weak threat from substitutes, moderate buyer power and supplier power. Low barrier to entry and low requirement for entrants have resulted in strong threats of new entrants and further led to high degree of rivalry. 3.3 PESTLE Analysis As discussed in Chapter 2.1.1, the macro-environment of the industry is analysed by PESTLE analysis regarding political, economic, social, technological, legal and environmental aspects (Grant, 2010). Political As for global apparel retailers, legislations vary among different countries and areas (Cobra, 2011). Every retailer in the industry must follow government regulations regarding goods and labour (Graham Richardson, 1997). And the political stability is also crucial for fashion retailers as it would directly affect their sales situation and asset safety (Aspers, 2010). Economic For fashion apparel retailers, economic trends are crucial for their strong impacts on consumer behaviours and purchasing powers. For example, in 2011, the global economic recession had negative effects on fashion retailers (Euromonitor International, 2011). Because consumers with lower disposable income regard clothing as functional item, while with higher disposable income branding became important as a symbol of social status and fashion taste (MarketLine, 2012). Price fluctuation of raw materials cotton price for apparel retailers has significant impacts on the industry (MarketLine, 2012). Interest rates also would affect sales and high interest rates lead to difficulties to trade overseas (Arnold, 2010). Moreover, currency situation is important as the exchange rate influences the value and trades of retailers (Browne, 2000). Social Increasing attentions from public have been focused on corporate social responsibilities (CSR) of apparel retailers, mainly regarding labour conditions, such as protection of workers rights, maintaining safe working conditions, reasonable wage and no child labours (Idowu Filho, 2008). Also, for global fashion retailers, cultural differences between counties are crucial due to different fashion trends, consumer behaviours, or local customs. Technological The development of technology has enabled global apparel retailers with e-commerce and international trade more effectively (Euromonitor, 2011). And with the implementation of high technology, supply chain has changed significantly with global outsourcing, real-time update, and continuous replenishment (Lopez and Fan, 2009). Moreover, online shopping has been increasingly accepted by consumers, which initiated a new channel for retailers to cut costs by less middlemen and no store rent (Peck et al, 2011). Law Global apparel retailers need to follow different government legislation regarding employment and production (Graham Richardson, 1997). For instance, in some countries, such as the UK, there is national minimum wage to protect employees rights (Low Pay Commission, 2011). And tariffs from international trade are also important for international retailers to abide by. Environmental Environment protection has remained a heated issue among apparel retailing industry, especially issues like chemical restrictions and pollutions during production (Euromonitor International, 2011). It is also crucial for retailers to save energies and materials and reduce environmental impacts during product life cycle (PLC) (Chapter 2.1.3). From the above analysis, global apparel industry largely depends on political stability, government legislation, high-technology, public relations. And fluctuating price of source remains a major challenge to apparel retailers. 3.4 Key Success Factors As introduced in Chapter 2.1.1, Key Success Factors of apparel retail industry is analysed with the Grant model by examining the demand and competition of the industry as following Figure 11: Identifying Key Success Factors of Global Apparel Retailing Industry (Grant, 2010) Therefore, from the analysis above, for a global apparel retailer, cost efficiency is one of the crucial factors for that low cost ensures profitability and efficiency indicates fast responding time to meet demand, allowing fashion and quality at the best price (HMs business concept, HM, 2011a). Brand strategy also plays a key role in apparel retailers success as it facilitates customer loyalty. Differentiation of style in fashion industry positions the companys competitiveness and brand image in the market. Global expansion strategy of an apparel retailer is also essential as choices of global markets and international strategy decide retailers future development, global presence and even profitability (Deloitte, 2011). The continuously heated issue of corporate social responsibility also remains the key to companys brand image among public and future growth. It plays a vital role in companys success due to the heated social issue of environmental protection and labour conditions (I dowu Filho, 2008) In the following chapter, the company will be analysed starting based on key success factors to seek for unique interpretation of HMs performance. Chapter 4: Analysis of HM This Chapter is mainly focuses on analysis of HM, starting by analysis based on four key success factors of the industry, followed by competitive positioning analysis, financial analysis, and SWOT analysis, and ended with recommendations. 4.1 Operations Strategy HMs business concept is to offer fashion and quality and the best price (HM, 2011a). To make sure the company follows the leading fashion trends, quality of designing and lead time of distribution are important (Slack et al, 2010). And the offer of best price needs to rely on the basis that cost from each stage has been minimised. 4.1.1 Reduction of Costs Cost-consciousness at every stage remains the key to HMs operations (ZavrÃ…Â ¡nik, 2007). To achieve the growth target with offering best price, HM has a professional buying team (HM, 2011a). The company arranges its buying activities according to decisions from design team (MarketLine, 2011). The buying team achieves lowest cost by purchasing in bulk with the right products from the right market (ZavrÃ…Â ¡nik, 2007). With no factories itself, the company outsources its product manufacturing to approximately 700 suppliers, mostly in Asia and Europe (HM, 2011a). The manufacturing locations are divided by the level of fashion-sensitiveness: the fashion-sensitive collections are normally manufactured within Europe to cut the lead time while the cost-sensitive and sustainable collections are produced in Asia to allow the lowest possible price and achieve economies of scale (HM, 2011a). Furthermore, HM focuses on building long-term relationships with suppliers and manufacturers (HM, 2011a). HM does not own any factories (HM, 2011a), so quality control over the whole process might be a problem. Due to fast responses to fashion trend, there is usually not enough time to perform detailed quality control. Therefore the company has been involved in accusation of poor quality. So, dependable suppliers could not only provide HM with lowest price, but also ensure the quality of products from long-term cooperation and mutual understanding. Moreover, as a fast-fashion retailer, HM has lead time from weeks up to six months (HM, 2011a), which is slower than its strongest competitor Zara (Inditex Group) of maximum 14 days. However, faster responses indicate higher cost, HM focuses on reduction of cost and achieves balance between fast-fashion and price, allowing averagely 30% 50% lower price than Zara (Larenaudie, 2004) 4.1.2 Speed of Responses HM holds the point that the right lead time should be balanced between price, time and quality instead of pursuing merely short lead time (Euromonitor, 2012). However, as a fast-fashion retailer, quick responding to fashion trends, consumer demand and other market changes is still key for the company (Grant, 2010). The company achieves fast responses by integrating downstream and being efficient at every stage (HM, 2011a). HM has a professional design team. The in-house design team, headquartered in Stockholm with over 150 internal designers, focuses on combining inspirations and information from multiple resources such as news, travelling, streetstyle and various exhibitions and catwalks (J.P.Morgan, 2012). This cross-functional designing could ensure the quick response to market change. High technology has also been used by HM to ensure the speed and efficiency of supply chain and enable changes could be made quickly enough and design agreement then could be fasten (Bruce and Daly, 2006). HM has conducted top-class computerised design software and built common IT platform that enables quick information exchange between the process of designing, production and warehouse. The group set only limited stocking area in each store to keep maximum area for display. So the replenishment needs to be backed up by effective distributions according to the daily sales. The immediate sales data communication serves as a strong basis for fast response and efficiency at every stage. With this in-house design and outsourced production process, HM claimed that their lead time could range from weeks to up to six months: fashion-conscious within weeks and sustainable and classics could be months (HM, 2011a), achieving balance between price, quality and time. 4.2 Marketing Mix Strategy After analysing the cost and efficiency strategy of the company, marketing strategy will be analysed first with the companys unique marketing mix (Chapter 2.1.2). Price HM makes effort to differentiate its brand image from other fast-fashion retailers with competitive low price (ZavrÃ…Â ¡nik, 2011). The company makes efforts to offer best possible price in spite of fluctuating costs of raw materials. However, the price range of HM products varies according to designs, current interest rates, and tariffs (Larenaudie, 2004). Product Clothing is the main product for HM. The company offers a wide range of designs for clothing, from classics to basics, to designs following the latest fashion trends. In addition, HM expands product mix to make the most of sales opportunities, such as make-up and costume jewellery at competitive prices, and home furnishings for young households (Euromonitor, 2011). Furthermore, as fashion trends intertwined (Steele, 2011), the new sustainable collection and classics collection enable a longer Product Life Cycle (Chapter 2.1.3) to maximise the design and avoid quick decline. Promotion Marketing promotion is crucial for apparel retailers to build the brand image (Cooklin, 2006). Various methods could be adopted, such as advertising, social media presence, personal selling, publicity, presentations (Cooklin, 2006). For HM, inviting guest designers has been a major attraction to customers (Euromonitor International, 2011). Also, HM has two major fashion seasons annually spring season and autumn season, and two sales season summer sales and the Christmas and New Year season (HM, 2011a). The two sales seasons promote products and attracts more customer visits with even lower prices. Place HM has strong global presence with over 2500 stores by the end of 2011 (MarketLine, 2011). However, the majority of HMs store-based apparel sales come from Europe, with Germany contributing the most, followed by the UK and France (Euromonitor International, 2011). In addition, HM has a growth target to increase the number of stores by 10% to 15% every year (HM, 2011a). But the company does not own any store facilities. By renting store premises the company could achieve flexibility to the best level and make sure store locate at the best possible position. And the company has leading distribution system enabling continuous replenishment based on real-time update sales data (Bruce and Daly, 2006). 4.3 Brand and Multi-Channel Strategy In the fashion retail industry, brand image is crucial in building customer loyalty (Bhardwaj and Fairhurst, 2010). HM is the most important brand for the group and enjoys strong presence internationally. With only limited investment in advertisement on TV, HMs collections with famous guest designers and celebrities have been the major hit to attract customers. From Karl Lagerfeld for HM in 2004, M by Madonna in 2007, Jimmy Choos shoes and bags in selected stores in 2009, to the exciting autumn hit Versace for HM in 2011 and Marni at HM in 2012, the guest collections fully showed attraction to customers, which interlink the price-conscious brand together with great design and quality (Euromonitor, 2011). As a mass-production fashion retailer, HM could raise brand impacts globally by cooperation with celebrities and famous brands to create the feeling of luxury and limit edition for its own customers. By collaboration with HM, luxurious brands could open up customer market with lower disposable income. Figure 12: Images of HMs Collections by Guest Designers and Celebrities (Versace, Madonna, Jimmy Choo) (HM Annual Report) In addition, HM sells not only through store premises, but also over the internet and catalogue books, which with brand strategy, composes together HMs multi-channel strategy. HM has made positive progress by promoting limited online sales globally allowing consumers in areas with no HM stores to purchase online, which boosts global brand image for HM and generates sales (MarketLine, 2011). The company also produces own online webzine HM Life, linking to its online stores and fashion items with latest trends (Euromonitor International, 2012). Furthermore, HM has successfully combined social media strategy to build up its brand and customer loyalty with Facebook page, twitter account, YouTube account and special online social hub (MarketLine, 2011). For example, HMs Facebook page has competitive engagement rate of 2% (likes, comments, share, etc.). And the presence of free smartphone app for its brand is available to keep customers update with new products and sales. Figure 13: Images of HMs Social Media Network: Facebook Page, Twitter Page and Youtube Page (HM, 2012) With the success of clothing, HM further extend the product range to maximise sales opportunities by selling low cost make-up and jewellery and home furnishing (MarketLine, 2011). Following Inditex, the group has transferred into multi-brand channels. Besides HM, the group also has four independent brands, namely COS, Monki, Weekday and Cheap Monday, allowing the company expand its network further and avoiding saturation in European market (Euromonitor, 2011). However, these brands still only have limited presence globally. 4.4 Domestic and Global Strategy With a unique strategy and clear brand identity, a fashion retailer should then develop its global expansion for further growth. The global expansion strategy and process could be better illustrated with Uppsala Model theory (Chapter 2.1.4). 4.4.1 Market Selection and Entry HM, headquartered in Sweden, started expansion into neighbouring countries Norway (1964) and Denmark (1967) (MarketLine, 2011), and followed by entering other countries and regions (Chapter 2.1.4) (Appendix 1). As introduced in Chapter 2, similar culture or shared borders could all reduce psychic distances between foreign customers and can encourage the companys global expansion (Ghemawat, 2001). Western Europe still witness HMs majority of sales growth, which shows the effects of shorter psychic distances. Following Uppsala model (Chapter 2.1.4), after gathering market knowledge and analysis of potential growth, the company entered global market by acquisitions and with greater levels of market commitment (Appendix 1). With an ambitious growth target of 10% to 15% increase in store numbers every year (HM, 2011a), the company strategically selected global markets and made effort to expand globally step by step. Gradually, the brand established its global name among consumers. However, the dominance of Western Europe leaves HM reliant on this region (Euromonitor, 2011). Economic recession within the Eurozone could influence the sales directly, and saturation would limit HMs further growth potential. At the meantime, the apparel industry in other districts prospers, especially Latin America, with a forecast sales value growth of 25%, where HM is absent (Euromonitor, 2011). Eastern Europe and Asia Pacific is also forecast with high sales value growing potential of 32% and 33% respectively (Euromonitor, 2011). 4.4.2 Domestic Strategy After selection and entry into global market, HM has witnessed strong global growth. Compared with international market, domestic market has moderate performance. However, headquartered in Sweden, HM still possesses large portion of market share (Euromonitor, 2012). The companys sales growth in Sweden remains steady (Figure 14). With strong purchasing power, consumers in Sweden tend to buy clothes for enjoyment over necessity. Most of sales were conducted in store purchasing over the past five years (Figure 1

Succubus on Top CHAPTER 14

I wasn't prepared for Dana to answer Bastien's door the next day. Oh my God, I thought. He finally slept with her. The truth turned out to be far less exciting. Bastien – as Mitch – was covered up to his elbows in flour, his hands busily kneading a medium-sized lump of dough. â€Å"Hey Tabby Cat,† he said upon seeing me and my startled expression. â€Å"Dana's teaching me to bake bread.† â€Å"Wow,† I said. Really, there was no other way to respond to a statement like that. I had personally seen Bastien make bread in far more primitive conditions, but he apparently believed the old teacher-student routine was going to pave the way to Dana's bed for him now. It did have its merits, of course. Human nature liked showing superiority in areas of expertise, and a teaching relationship provided lots of alone time together. I suspected that even with that tactic, Dana might still be out of reach, but hey, maybe it was worth a shot. The fact that she actually made time for this struck me as odd. I figured she'd be too busy bombing abortion clinics and handing out school uniforms. Speaking of alone time, I worried that I'd blundered into some meaningful opportunity for the incubus. I met his eyes. â€Å"I can come back later if it's a bad time,† I told him. â€Å"No, no. Dana's got to go to a meeting soon. You can keep me company once this baby's in the oven.† His tone was genuine. He'd probably already exhausted efforts to get her to stay. Uneasy in her presence, I sat on one of the stools by the counter and sipped the white-chocolate mocha I'd picked up on my way over. Dana sat down beside me. I resisted the urge to move away. Glancing at his kitchen table, I saw stacks of CPFV pamphlets and brochures. â€Å"Why the interest in cooking?† I asked blandly when no one said anything. â€Å"A bachelor can't live on fast food and frozen dinners forever, huh?† He turned up the dial on his smile. â€Å"And hey, I'm always open to new experiences. Next time she's going to teach me to make creme brulee.† I grunted. â€Å"You learn to makecreme brulee, and I might have to move in.† Dana turned to me, elegantly crossing her legs, showing that oh-so-wholesome slip obtained during the infamous shopping trip. I'd given up on slips a while ago. They just delayed the main event. â€Å"I could show you too.† Hell no. I'd gotten roped into yard work by pursuing a similar vein of conversation with Jody. No more domestic vices for me. Besides, I knew Bastien wouldn't welcome my presence. â€Å"Thanks, but I'll just leave it to Mitch. He's the brilliant one in this family anyway.† Bastien gave the bread a final pat. â€Å"Okay, now what?† â€Å"Now we put it in the pan.† She walked over to show him. As she did, he leaned in extra close, supposedly to get a better look. He even reached out his hand to brush hers, following her motions as they transferred the bread. Perhaps it would have been polite to look away, but there was nothing overtly romantic going on, and besides, I felt a professional interest in the matter. Histechniquewas good, I had to admit. Very subtle. Nothing that could be misconstrued as more than a polite accident. Yet, I saw Dana – just as subtly – stiffen and step away once the bread was in its pan. â€Å"Now you just let it rise,† she said, in a somewhat cooler tone. â€Å"Then it goes in the oven.† Interesting. She hadn't liked Bastien's proximity. That didn't bode well for him. I didn't think he noticed, however. I would have expected her to leave, but she sat down next to me again. I could never think of anything interesting to say around her; she unnerved me too much. So I let the two of them talk, answering only when spoken to and otherwise letting Bastien run the show. He positively glowed. Dana tried to draw me in a number of times, again asking me things about my life I really didn't want to answer. When she finally rose to go, she commented, â€Å"I'm off to a board meeting to plan our upcoming rally against gay marriage. You two should join us when it happens.† â€Å"Absolutely,† said Bastien, who probably would have agreed to an anti-incubus rally at this point. She glanced over at me. My tongue suddenly felt thick, words again eluding me. â€Å"Are you for gay marriage?† she asked with surprise. â€Å"I thought when we talked about this at the mall, you had implied you were more in favor of helping them see the error of their ways.† Christ. Had we discussed this on the mall trip? I couldn't remember. The only thing I recalled clearly was the lingerie debacle. I wanted to argue right then that I didn't think homosexuality was a â€Å"choice† for all people, nor did I believe there should be laws about who people loved. Fortunately, my control switch was fully operational. That, combined with Bastien's heavy gaze, made me redirect my answer and evade the question. â€Å"I'd love to go to the rally,† I said flatly. â€Å"It'll depend on my schedule.† She smiled thinly, made a few parting remarks, and then left. I exhaled. â€Å"Sorry about that, Bas. I nearly choked up on you.† â€Å"Not a problem. You recovered. Besides, I think things are turning around. I thought of it the last time she and Jody were over. This cooking thing is going to be what does it.† He peered into the oven at his now-baking bread before sitting at the kitchen table happily. â€Å"Can't you see it? We'll be like, I don't know, baking a cake together, and I'll say, ‘Why Dana, you have chocolate frosting on your cheek.' Then she'll say, ‘Will you get it off for me?' Then I will, only I'll lick it off – â€Å" â€Å"Okay, just stop now, please. I get the picture. I really don't want to hear about you two rolling around in cake batter.† â€Å"You'll have to once it's on the evening news.† I smiled, relieved to see him so cheered up after our last encounter. I couldn't bring myself to tell him I didn't think the cooking lessons were making Dana quite as hot and heavy as he would have liked. If we were going to save Bastien from demonic wrath, I believed we needed a better understanding of what – if anything – turned that woman on. And I had the distasteful feeling that I would be a better agent for that particular piece of reconnaissance than he would be. One more thing to add to my list. â€Å"So what's new with you?† â€Å"Oh, the usual. Another awkward physical encounter with Seth. Not nearly as big a deal as the last one, but still.† Bastien shrugged. â€Å"Alas for mortal weakness.† Dana left my mind as my own personal relations came to the forefront. â€Å"That's the thing. Everyone's been going on and on about how he wouldn't be able to handle our relationship, but it's not his weakness that's the problem. It's me. I'm the faulty piece here. Seth's done exactly what he's supposed to. He handles every horrible thing I tell him about myself, and he never does anything to cross the sexual line. His one moment of weakness was when I initiated things. He's perfect.† â€Å"Nobody's perfect, Fleur .If there's anything I feel certain of in this world, it's that. Even the angels themselves are imperfect.† I thought about Carter's chain-smoking and penchant for hard liquor. â€Å"That's for damned sure. But Seth comes pretty close. At least as mortals go. Whereas me†¦I don't know. I feel so useless in our relationship.† He stood up and drew me to him. â€Å"What is this, your day to feel melodramatic and depressed? Look. No way are you useless – not if you've been with him this long. He's in it for more than sex. He's in it for you. For that delightful wit and charm that manages to cheer even grumpy bastards like me up. What I can't figure out is what the hell you're getting out of it.† â€Å"Plenty,† I said, thinking of Seth's humor and intelligence, his serious and steady nature. â€Å"And I suppose he's happy with what he's got, but he must still, you know, feel unfulfilled. He's a man, right? I see him looking at me sometimes, and I know what he's thinking†¦what he wants.† I thought about my toe-teasing. â€Å"I don't think I really make it easy on him either. I flirt without thinking about it. I wish I could give him, I don't know, something. Something nonlethal to reward his amazing celibate strength – and overall amazingness with everything that's happened so far. â€Å" â€Å"Nonlethal's going to be hard for you. You're the ultimate look-don't-touch girl.† My slumping head shot up. â€Å"That's it.† â€Å"What's it?† â€Å"Looking without touching. You're going to help me.† I felt my natural optimism and vigor seizing me as I flashed the incubus a saucy grin. â€Å"You're going to be my photographer.† His eyebrows rose, but I think he already knew where I was going with this. â€Å"And pray tell, what will I be photographing, my dear?† â€Å"Me. In a bevy of alluring poses and skimpy underwear. Or nothing at all. We'll do a whole spread.† His smile twitched at the word spread. â€Å"And you think this will help him? All it'll do is drive him into the bathroom alone for ten hours.† â€Å"Hey, he can do whatever he wants with them, but it's a great idea. It'll be a treat. A safe way of having me without having me.† I poked the incubus in the arm. â€Å"You'll help, won't you? You're the only person I trust to take these.† â€Å"Of course I'll help you. Why'd you even ask?† I sighed happily, like a great load had been taken off of me. â€Å"Of course, even if this is good for Seth, it doesn't solve the problem of me being a weak-willed strumpet. I'll still be thinking about him all the time. Still wondering what it'd be like to touch – really touch – him. Still breaking down with him in moments of weakness.† I sighed again, this time with frustration. â€Å"There's no helping me, I guess. Pictures of him won't do it.† â€Å"Hey,† said Bastien, touching my chin. â€Å"Smile again. You'll figure out something. And if not, I promise you I will. The brother you never had, remember? We're here for each other, n,est-ce pas ?† I smiled and leaned my head against his chest. â€Å"Oui.† We stayed like that for a few pleasant minutes until I remembered far less sentimental issues. I sat up. â€Å"Oh, hey, you have got to check something out.† I picked up my purse and pulled out the bag of crystals Alec had given me. Bastien recoiled when I held them out to him. â€Å"What the hell are those?† â€Å"That's the million-dollar question. These are what's causing my friend at the bookstore to act so weird.† Regaining his composure, he leaned in to look closer but wouldn't touch the bag. â€Å"They're strange,† he said slowly. â€Å"They give off something†¦Ã¢â‚¬  â€Å"Like an immortal signature,† I agreed. â€Å"But I've never felt an inanimate object that did this. It's not the same as an enchantment.† â€Å"It doesn't feel bad exactly†¦just not right.† â€Å"I asked Seth about it. Mortals don't feel anything, only us. Ever come across anything like this?† â€Å"No, but then I'm the novice next to you, right?† I slid the crystals back into my purse, to the relief of both of us, and then explained what Alec had said about mixing them in liquid. â€Å"Curiouser and curiouser,† mused Bastien. â€Å"Not like any drug I know, but it's not giving off any legitimate potion vibes either. If you want to know what this is, Fleur ,you're going to have to break out the big guns.† I knew he was right. We hung out together a while longer, moving on to less weird subjects. The bread smelled so good cooking that there was no way I could leave until I'd tried a piece. Upon tasting it, I decided that whatever her other faults, Dana knew what she was doing with food. I ended up getting away with a good half loaf of the bread and then drove back downtown to find the â€Å"big guns.† I got a lucky break, and Jerome actually answered his cell phone and gave me his location. Even if he hadn't, it would have been on my list of places to try. The Cellar was an old, dark pub in Pioneer Square, Seattle's historic district. You had to take a flight of stairs down to get to the Cellar, and I always had the feeling the place wouldn't survive the Northwest's next big earthquake. The Cellar was one of Jerome and Carter's favorite haunts. I found them both there in their usual corner. The place was dark, as always, and was starting to pick up a little with happy-hour traffic. Angel and demon watched me enter with their typically amused expressions, both having sensed me before I cleared the door. Jerome always gave the impression over the phone that I was taking up his time, but neither seemed particularly busy now. I ordered a gimlet at the bar, smiling at the two guys who made conversation while I waited, and then moved on to join the dynamic duo. â€Å"A working lunch?† I asked, inclining my head at the empty shot glasses in front of them. The two practically sat side by side, so the only other chair was across from them, like I was at an interview. Carter picked up one of the empty glasses and offered me a mock toast. I clinked my glass with his. â€Å"Don't question the divine workings of the universe, Daughter of Lilith. â€Å" â€Å"The Lord's work is never done,† added Jerome solemnly. They both seemed a little loopy, but I wasn't fooled. Higher immortals like angels and demons could control their levels of intoxication. The other lesser immortals and I had said a number of stupid things in front of them when we thought either Jerome or Carter had been wasted. Their eyes held a shrewd scrutiny even now that told me they were both curious about why I'd sought out my supervisor in the middle of the day. â€Å"Been to see the incubus?† Jerome asked a moment later. I nodded. â€Å"He thinks he's making progress.† â€Å"Thinks?† asked the demon, raising one eyebrow. I wondered if John Cusack could actually do that. â€Å"Is there a doubt?† â€Å"I didn't say that.† â€Å"But you also didn't say that he is making progress.† â€Å"A slip of the tongue. I misspoke.† â€Å"You don't misspeak often, Georgie. And I've come to actually believe you do know something about seduction after all. And maybe even human nature.† â€Å"Something?† Carter laughed at my incredulous tone. â€Å"So,† continued Jerome, â€Å"in your expert opinion, is your friend going to be able to do this or not?† I was about to say â€Å"of course,† but knew Carter would recognize the lie. Hell, even Jerome probably would. â€Å"I don't know. She's hard to read. Very strange woman.† I pursed my lips, thinking. â€Å"If anyone is capable of seducing her, though, it'll be him. With my help.† I hesitated before adding, â€Å"You know about the Barton thing, don't you?† â€Å"Of course. Very foolish on Bastien's part.† â€Å"I guess.† I didn't want to slam one of my best friends in this company. â€Å"But it's not like our side is really known for impulse control. And it seems kind of stupid for Barton to get so worked up over a woman who sleeps around all the time anyway. What's one more person, immortal or not?† â€Å"Because the immortal meant something,† said Carter seriously. â€Å"You of all people should recognize the nuances here. What would Seth think if you slept with me?† â€Å"Are you offering?† I turned to Jerome, feigning excitement. â€Å"I get to retire if I bag an angel, right? Full pension and everything?† â€Å"Depends on the angel,† yawned Jerome. Carter kept his complacent smile, unfazed by jokes about his celibacy or immortal standing. â€Å"You know what I mean. There's a difference between business and choice.† I nodded. I did know what he meant, and he was right – being with Seth made me especially cognizant of the subtleties. â€Å"You know, I didn't come here to discuss this,† I told them. Both had the tendency to steer me off topic into subjects I didn't want to explore. â€Å"Well, do enlighten us then,† said the archdemon indulgently. â€Å"I'm dying to know what would draw you away from suburban conspiracy and mortal intrigue in the middle of the day.† â€Å"Actually, it involves mortal intrigue.† I gave them a debriefing on the Doug situation. Jerome maintained his perpetual look of disinterest. Carter almost did, but snide or not, he was still an angel, and I saw compassion flicker in his eyes as I spoke. He couldn't help it. â€Å"So, I finally managed to get Alec to give me the stuff, and now I need to know what it is. You two seemed like my best shots at identification. â€Å" Jerome's disinterest turned to astonishment. â€Å"This is what we've been reduced to? Drug identification? Do we look like the DEA?† Carter stretched lazily. â€Å"Remember the good old days when succubi used to want our help defending them from nephilim and other lethal creatures? This is a sign of the times, I tell you. â€Å" I let them have a good laugh at my expense, forcing myself to stay calm and not say something that would get me into trouble. â€Å"Are you guys done?† I asked a minute later. â€Å"Because I'd really like to get moving on this.† â€Å"Are you going to share some of it with us if we can tell you what it is?† asked Jerome. Rolling my eyes, I reached into my purse. With a flourish, I tossed the little bag out onto the table so it slid across the surface and came to rest just in front of both of them. Their smiles disappeared. They stared at the bag for a moment and then – in almost perfect synchronization – looked at each other and back to me. When Carter spoke, he was amused, but grimly amused. â€Å"Maybe I shouldn't have been so quick to rule out supernatural monsters after all.† â€Å"How,† exclaimed Jerome, nostrils flaring, â€Å"do you always manage to get yourself mixed up in the middle of this shit?† I looked back and forth between the two of them. â€Å"What? What is it?† â€Å"This, Georgina,† announced Carter, tapping the bag with his finger, â€Å"is the Food of the Gods.†

Bullying Is Not A Joke - 983 Words

Bullying is not a joke. It should not be taken lightly. I had the pleasure of watching a documentary titled â€Å"Bully† by Hirsch, a famous well known director. The goal of the film is to expose the horrendous effects bullying has on young individuals and their families. The film successfully achieved its mission by conducting interviews of bully victims and their families. The first victim the film introduces us to is a boy named Alex. His peers bullied him because he looked different from others. The director begins to interview Alex’s life story. The camera’s zoom in as they follow Alex to school. The director shows us the scene where young Alex realizes that he cannot handle the torture his bully is giving him. Alex decides to go and tell the assistant principal about what is going on in hopes that she can settle the conflict. She gathers both the bully and the victim, Alex to have a conversation with them. She insists that they shake hands. The bully eagerly accepts and shakes Alex’s hand while laughing and still terrorizing him. Alex resists shaking hands with him because he does not feel like his action is actually genuine. The assistant principal then scolds Alex instead of the bully. As Alex walks away, Hirsch cleverly creates a pathos appeal by inserting sad background music to evoke pity from the watchers to Alex. It beco mes clear that the bully gets to go off scot free and that Alex is no longer the victim. He was offered no help only injustice. The director alsoShow MoreRelatedThe Negative Message Of Children s Television Show872 Words   |  4 Pagesthe episode â€Å"So Funny I Forgot to Laugh,† shows how bullying is mean and affects the victim. In this episode, Arthur jokes about Sue Ellen’s sweater. Although Sue Ellen and the rest of her friends think the jokes are funny at first, she doesn’t understand why Arthur continues to joke about her sweater by calling her a sheepdog, treating her like a dog, and posting a drawing of her as a sheepdog on a locker at school. While Arthur may find his jokes to be funny, Sue Ellen feels as though he is teasingRead MoreMy Worst Year By Ellen Degeneres1618 Words   |  7 PagesWorst Year† My friends and I used to have a celebrity joke contest, but it quickly turned into an insult contest. In the beginning the jokes were those cheesy ones about Bruce Lee and Chuck Norris, like â€Å"What does Bruce Lee drink when he is thirsty? He drinks WATAAAA.†, then the jokes became about other Celebrities, for example, â€Å"This just in. The government shutdown has lasted longer than any of Taylor Swift s relationships.†, Afterwards the jokes became about Celebrities that did horrible thingsRead MoreTaking a Look at a Bullying Case884 Words   |  4 PagesEducation Association 160,000 children miss school every day in fear of other students. â€Å"1 of 7 students in grade K-12 is either a bully or a victim of bullying.† After conversing with an educator who worked in a school in the rural part of the state I have learned that bullying differs between rural and urban areas. In rural areas sexuaity drives bullying more than in urban areas, gender roles are mo re valued in remote areas. The educator had observed that adolescents that haven’t yet discovered theirRead MoreCyber Bullying is a Big No No 717 Words   |  3 Pagesschool level. What is cyberbullying and why is it a growing problem? Cyberbullying has been a growing problem seeing that technology has grown more advances and popular among people mostly youths still in grade schools. Not as physical as traditional bullying but it grows to the point where cyberbullying is far worst seeing that it could happen anytime, anywhere instead of just in school. It means that even at home, people still fall into victim of cyberbullies. Even though it silly to take what peopleRead MoreBullying Schools : Its Causes And Effects On Students899 Words   |  4 Pages Bullying is a worldwide issue that affects millions of individuals every day. To some it could be meant as a joke but the reality of the matter is that it could cost someone their life. One article written about the causes an d effects of bullying in elementary schools’ explains, â€Å"bullying may include verbal and physical assaults, threats, ‘jokes’ or language, mockery and criticizing, insulting behavior and facial expressions†(Jan,2015). Bullying is not just narrowed down to one specific remark;Read MoreWorkplace Bullying : Costly And Preventable859 Words   |  4 PagesWorkplace bullying is a very serious act that has a negative impact on individuals and the organization as a whole. Baack (2012), describes workplace bullying as an interpersonal conflict that is a repeated mistreatment of one or more persons (ch.7, p.19). Unfortunately, despite workplace bullying being so harmful, it is often a common occurrence. In the article, Workplace Bullying: Costly and Preventable, Wiedmer (2010), cites a survey conducted in 2007 by the Workplace Bullying Institute-Zogby;Read MoreAnalysis Of Sherman Alexie s The Absolutely True Diary Of A Part Time Indian 1576 Words   |  7 PagesMay 2017 The Advancement of Bullying Within Society Bullying refers to the intentional tormenting in physical, verbal, or psychological ways. Sherman Alexie s The Absolutely True Diary of a Part-Time Indian raises awareness about this common social issue, bullying, through his story about a boy growing up on an impoverished Native American reservation. The novel shows how bullying can leave deep emotional scars that last a lifetime. It s important to take bullying seriously and not just brushRead MoreCyberbullying Vs. Face Of Bullying Essay737 Words   |  3 Pagesvs. Face-to-Face Bullying Cyberbullying is as bad as and in most cases worse than the traditional face-to-face bullying. Cyberbullying has become a big issue all around the world and is the new form of bullying, traditional bullying is more rare now that people are aware of it.The emotional difference between the two types of bullying has more of a long lasting impact than the physical issues of traditional bullying. Cyberbullying is considered worse than traditional bullying for many reasonsRead MoreThe Striking Amount of Fake Online Profiles in Social Media953 Words   |  4 PagesIn a way, it is a stealing a person’s identity. A number of people are victims to this issue, and I believe those responsible should be charged for creating a fake online profile. The creation of fake profiles has led to computer viruses, cyber-bullying, and even suicide. It’s also taken away people’s identity. There needs to be consequences for creating fake profiles whether it leads to something or not. The act of creating a fake online profile itself should be against the law. Social networkingRead MoreUse Of Factual Primary Sources For Bullying And What I Learned From It999 Words   |  4 Pages For many years bullying has seemed to become a norm for people from all backgrounds and lifestyles within society. The unique thing about bullying is that at times it may occur amongst people that are closest to the victims. Such as, family members, friends, co-workers, or from other known and sometimes unknown assailants. There is no definitive way to pinpoint what makes bullying occur or how it will affect an individual. Because everyone has different tolerance levels and may find alternate

12 Environmentalists You Should Know