Intercontinental Hotels Group Analysis

Intercontinental Hotels Group Analysis Intercontinental Hotel Groups is an international hotel company that has a goal that it always aims at achieving is that to create Great hotels that the Guests love. Intercontinental hotels group which is also known in short form as IHG has more guest rooms available under their banner than any other hotel group. IHG has grown from a very small company to a massive company handling various branded hotel properties under its wings. IHG has more than 650.000 rooms in over 4,400 hotels across 100 countries the total stays that are done by guest in the IHG properties is over 130 million every year. 1(IHG website) With a clear view of what are its priorities, IHGs main purpose is creating Great Hotels Guests Love with everything done focused on the guest the staff. It operates hotels in three different ways as a franchisor, a manager and on an owned and leased basis. It also operates seven leading hotel brands InterContinental, Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn Express, Staybridge Suites and Candlewood Suites. It also manages the worlds largest hotel loyalty programme in the industry known as the, Priority Club Rewards, which has 48 million members worldwide. IHG is molded around these three regions: The Americas; Europe, Middle East and Africa; and Asia Pacific. 2(IHG Annual Report) 1 Strategic Corporate Development History of IHG: The formation of IHG has gone through various stages as any other company would have gone through which was taken successfully by William Bass who had a brewery in 1777 slowly but gradually entered in the hotel industry by acquisition of a breweries like the Mitchells Butlers in the 1960s which grew considerably large which when the government realized issued orders in legislations that breweries cannot hold on a large number of pubs which then made Bass reduce the pubs it owned dramatically which triggered a huge amount of cash flow which gave Bass an ability to develop an international hotel business which started with the acquisitions of a few hotel groups like Holiday Inn in 1988 also launched the Holiday Inn Express to be complementary to the Holiday Inn brand, side by side Bass grew his pub business side by side acquired The Harvester Chain of Restaurants in 1994 also launched its new brand of hotels known as Crown Plaza Hotels resorts climbing up to the upscale hotel mar ket. In 1996 bass tried to acquire  ½ of Carlsberg Tetley which again was hampered by the UK government which helps Bass to come back on line concentrate on the hotels pubs divisions leaving breweries aside. A year later in 1997 the hotel business focus becomes truly brand focused because Bass had already sold a few north American midscale hotels but held back to the brand name of the hotels through franchising agreements. Also that year Bass created launched a new brand of hotels known as the Staybridge Suites which was targeted at the upscale hotel market. Staybridge suites became the fastest brand in this upscale segment to reach 50 units in America. In 1998 Bass acquired the intercontinental hotel company, adding adding to its fold another upscale brand to its hotel portfolio. It was another considerable acquisition to cost saving synergies to the fold of hotel portfolio run by Bass. In 1999 Bass again acquired 550 handpicked high potential sites in UK also a strong 3500 strong pub estate from allied domecq. In 2000 Bass went on to acquire the Southern Pacific Corporation (SPHC) in Australia, which guaranteed Basss position as the leading hotel company in Asia Pacific. Later in the year Bass sold of his Bass breweries for 2.3 billion pounds. This was the final step by Bass to completely focusing on being the international hospitality retailer from being a domestic brewer a process which took a long period of 10 years to complete. Over the period of time Bass sold off name of bass and changed the name to Six Continents PLC. a name which it bettered into to reflect the global spread of the groups business. In the month of February 2001 Six Continents sold 988 of its smaller unbranded pubs for 625million pounds, which further funded the buying of the European Posthouse chain of hotels for 810million pounds. The acquisition of this company which had strategically placed hotels could be converted to Holiday Inn concentrating the Holiday Inn brand in UK Europe. Later that year it went on to acquire Intercontinental Hong Kong for 241 Million pounds strengthening its position in the Chinese Asia Pacific markets. On 1st October 2002 Six Continents Plc announced its separation of the groups hotel soft drinks businesses (to be called Inter Continental Group Plc) from the retail business (to be called Mitchells Butlers Plc) of which 700 million Pounds of the proceedings returned capital to shareholders. The whole procedure of separation was completed on the 15th of April 2003. Intercontinental Hotels Group Plc (IHG) from then on is a distinct, discrete company, listed in the UK US stock markets. In July 2003 IHG sold Staybridge Suites to Hospitality Properties Trust (HPT) entered into a 20year management agreement. Later in the year they added a midscale extended stay brand Candlewood Suites to its portfolio. In the year 2004 IHG announced the introduction of a new brand, hotel Indigo which focused on providing affordable boutique accommodation. In the same month, the group adopted new standards for selling and re-selling hotel rooms for guest stay through online travel companies. Following the success of the Up Scale market brand of Staybridge Suites North America IHG launched its extension of Staybridge suites to UK in April2005. Also in 2005 IHG went ahead disposed of its soft drinks 100% holdings in Britvic Plc. With this disposal IHG became a company with a pure hotel focus. In 2006 IHG went ahead signed a joint venture with All Nippon Airways (ANA), resulting the following projects IHG ANA hotels group Japan will be the largest international hotel operator in Japan, the worlds second largest hotel market. The deal saw the introduction of three new brands created for Japan. ANA-IHG, ANA-Crowne Plaza ANA Holiday Inn. In the year 2007 IHG announces that a worldwide relaunch of the Holiday Inn brand family, comprising Holiday Inn, Express by Holiday Inn Holiday Inn Express. The re launch was done with the intention of giving it a refreshed contemporary brand image. All the hotels were supposed to have completed the re launch in 2010 with the 1st re launch taking place in 2008. In the year 2008 after the re launches of Holiday Inn taking place Staybridge Suites extended its brand more in UK the first Hotel Indigo opened in London. In 2009 the1500th hotel was relaunched over the 40% of Holiday Inn Holiday Inn Express. Strategy used from the start to the current time period: Bass the main brain behind the whole formation of the Intercontinental Hotel Group has played a major role in the slow but steady growth of this company from a small company to a worldwide known company. Bass has grown this huge group through the basis of trial error round which he has experimented in various concepts of owning then selling then franchising finally managing properties. Bass has being following the linear model of growth through various acquisitions. InterContinental Hotels Group PLC was formed by the separation of Six Continents PLC (previously Bass PLC) on 15 April 2003. The restaurant and pubs part of Six Continents became Mitchells Butlers plc. However, IHGs brands trace their history back much further than 2003. Our Holiday Inn brand, one of the worlds most recognized was created in the 1950s by Kemmons Wilson in the US. InterContinental, another of our brands was created by Pan Am in the 1940s, when hotels were built in many of Pan Ams destinations. 3(ihg.com) Over the past few years, Intercontinental hotels group has maintained itself strategically to be more efficient and effective and make full use of their global status. A predominantly franchised and managed, fee-based business was the main focus of IHG. The strategy that IHG followed made their income stream predictable with a strong cash generation which allowed it to continue in growth because all their new hotels were funded by third-party investment. IHG went ahead and relaunched Holiday Inn in 2007 and although the unexpected economic circumstances that came by IHG during that time period, it went on and got on with the $1 billion programme because of the belief of the heads of IHG that it was exactly the right time to go ahead with the relaunches. The relaunch went on to building back peoples perceptions of Holiday Inn. The guest wanting to try Holiday Inn with IHG with its value theyre giving the Brand once down another try and liking and accepting what they found. Guest satisfaction was going up and owners could see the Revenue per rooms out perform. These economic circumstances might seem like a great reason to shy away from making such big changes, but time will show that it is both a very opportune and very effective initiative for this, our biggest brand, as quoted by the CEO of IHG Mr. Andrew Cosslett. 3 http://www.ihgplc.com/index.asp?pageid=40 Current strategy used by Intercontinental Hotels Group: Bass the main brain behind the whole formation of the Intercontinental Hotel Group has played a major role in the slow but steady growth of this company from a small company to a worldwide known company which currently has an operating strength of 4400 hotels with 130 million guests visiting a year and under its umbrella has and widely known and reputed hotel brands covering all the major segments of the market, also have a reservations system which consists of 10 call centers in 29 languages it has also strived to be the top leader in the market has been able to position itself through its strategy of growing doing retailing in hotel sector have been able to position itself among the 6 largest hotel market, much more than any other company. Intercontinental hotel group has also been able to make the no.1 website for its guests investors in 13 different languages. They also have a global sales team of 8000 to conduct the sales of the hotels situated all over the 100 countries that they have their presence. Intercontinental hotels also has a loyalty programme which offers priority club rewards which are largest in the industry for over 48milllion of the guests which has been planned so strategically that . It has been stated on IHGs website that We have moved from investing heavily in hotel properties to return to our roots as a hotel franchise and management company with only a few owned assets. This change of focus has led to an industry-leading asset sale programme. Since 2003 we have sold  £2.9 billion worth of property. Many of these hotels have remained under our brands with management or franchise contracts, thereby creating a future income stream for IHG 4 (ihg.com). Over the past few months, IHGs continued growth in new rooms has helped to put off some of the revenue lost from Revenue per room declines. Driving in coming revenue into the hotels had been a priority and its system is the key to delivering this. Their system comprises of world class reservations centres, websites, global sales teams and Priority Club Rewards loyalty scheme and delivered 68 per cent of rooms revenue to the hotels in 2009. Reducing the overall cost base of IHG was crucial to managing through the downturn. IHG was already reducing costs to run the properties more effectively but with the economic downturn they steeped up the pace of change that was being gradually run. While they were reducing costs by taking better advantage of their way of operation as well their spread being worldwide, this also forced them to make reductions in the number of staff which unfortunately impacted jobs of IHG staff all over in the majority of properties. All these actions were taken in 2009 to reduce costs, while it was a very difficult period of the economic downturn; it allowed IHG to save a lot of cash and continue its investments in those things that attract guests to come to its hotels and revenues to the owners. The great working relationship that IHG shares with the owners of their properties, both directly and through the IAHI, which is IHGs Owners Association, has also been major contributor to the quick recovery also to the massive expansion taking place. By working alongside with the hotel owners, IHGs able to focus on the guest experience and on delivering Great Hotels Guests Love. 5 (ihg.com). 4http://www.ihgplc.com/files/reports/ar2009/files/pdf/2009_Annual_Report.pdf 5http://www.ihgplc.com/index.asp?pageid=40 The 48 million members of IHGs Priority Club Rewards programme remained loyal though the economic downturn and had been most supportive during the difficult times. Not only did these guests stay with IHG more often, they spent more when they did. A guests loyalty can never be taken for granted it is something that can take years to achieve and seconds to lose. So IHG had made sure they have continued to add benefits to the loyalty programme right through the downturn, and made membership of it even more worthwhile. In 2009 it enrolled six million new members into the programme thats a significant number of people whose first choice will now be to stay in one of IHGs hotels. IHGs future growth will be achieved predominantly through franchising and managing rather than owning hotels which in turn will drive down costs increase profits by the fact that all the investment in the hotels would be done by third parties. Approximately 641,000 rooms operating under the Group brands are franchised or managed and 5,800 rooms are owned and leased. The franchised and managed fee-based model is attractive because it enables the Group to achieve its goals with limited capital investment at an accelerated pace. A further advantage is the reduced volatility of the fee-based income stream, compared with ownership of assets. A key characteristic of the franchised and managed business is that it generates more cash than is required for investment in the business, with a high return on capital employed. Currently 87% of continuing earnings before regional and central overheads, exceptional items, interest and tax is derived from franchised and managed operations. The Current Strategies followed by IHG Hotels Group: à ¢Ã¢â€š ¬Ã‚ ¢ 90% of deals signed in scale markets and key gateway cities; à ¢Ã¢â€š ¬Ã‚ ¢ 10 signings of Hotel Indigo and Staybridge Suites outside of North America; à ¢Ã¢â€š ¬Ã‚ ¢ 439 hotels opened globally. à ¢Ã¢â€š ¬Ã‚ ¢ Increased proportion of revenue delivery through IHG global reservations channels and PCR members direct by four percentage points to an average 68% of global hotel rooms revenue in 2009 à ¢Ã¢â€š ¬Ã‚ ¢ Major procurement savings made; à ¢Ã¢â€š ¬Ã‚ ¢ Increased use of offshore transaction processing; à ¢Ã¢â€š ¬Ã‚ ¢ Technology infrastructure developed to support owner management and loyalty marketing. à ¢Ã¢â€š ¬Ã‚ ¢Continued to cascade Great Hotels Guests Love in hotels and corporate offices; à ¢Ã¢â€š ¬Ã‚ ¢Meeting ongoing resourcing requirements to match hotel growth in scale markets; à ¢Ã¢â€š ¬Ã‚ ¢ Managing employee engagement; à ¢Ã¢â€š ¬Ã‚ ¢ Continued focus on attracting and retaining talent. 1,697 relaunched Holiday Inn and Holiday Inn Express hotels open around the world; à ¢Ã¢â€š ¬Ã‚ ¢ Industry-leading Priority Club Rewards (PCR) loyalty programme with 48 million members, contributing $5.6bn of global system rooms revenue à ¢Ã¢â€š ¬Ã‚ ¢Green Engage sustainability management system developed (patent pending); rolled out to over 900 hotels by 31 December 2009; à ¢Ã¢â€š ¬Ã‚ ¢Extensive consumer research undertaken to quantify green opportunity with consumers; and (IHG annual report) 3 Future strategies to be used by Intercontinental Hotels Group: IHGs prime focus should be on growing faster by making its brands the first choice for both guests and hotel owners. We will do this by building the hotel industrys strongest operating system, focused on the biggest markets and segments where scale really counts. 5 (ihg.com). During these tough economic times, IHG had taken decisive action both to strengthen the efficiency of its businesses and to keep their course with its growth strategy. IHG should continue to invest in its staff, its systems and its brands, while moving even closer in working relationships with its hotel owners and partners. With momentum and a united, winning spirit inside the business, IHG is well placed to make the most of the upturn when it comes. As quoted by the CEO of IHG Mr. Andrew Cosslett. IHGs Ambition IHG should focus on its core purpose of creating Great Hotels Guests Love as the moto has always been, which is a growing crave to deliver among other key performance indicators (KPIs), closely enduring top quartile shareholders returns when measured against a broad global hotel peer group. For the three-year period of 2007 to 2009, IHG was fourth among its peers on Total Shareholder Return (TSR) and should always remain focused and try to come to the 1st position. Measuring IHG against a collection of specific KPIs aimed at delivering its core purpose, cascaded to the hotel level. Successful performance against various combinations of these metrics would result in higher profitability.. IHGs Future Strategy: IHGs strategy has seen significant development through 2009 as it moved to make its core purpose a reality, despite challenging economic circumstances. In 2009, IHG took a hard look at its operations and capabilities to focus on what really matters most to deliver Great Hotels Guests Love. It has backed this up with a major effort to align its staff and measure the most important drivers, resulting in a clear, target-based programme within the hotels to motivate teams and guide behaviors. IHGs strategy encompasses two key aspects: Where does it choose to compete; and How will it win where it competes? The Groups underlying Where strategy is that IHG would grow a portfolio of differentiated hospitality brands in select strategic countries and global key cities to maximise the scale advantage. The How aspect of our strategy flows from our core purpose and our research at the hotel level as to what really makes a difference for guests. In support of this overall strategy there are key priorities like Where we compete and How we win. To help IHGs hotels and corporate staff measure their efforts in achieving Great Hotels Guests Love, IHG provides clear metrics aligned with the four How we win priorities against which progress is gauged. The Group strategy also translates into specific regional objectives and priorities. . IHGs Delivery System:C:UsersdDesktopUntitled.png Driving demand IHGs operating system is made up of all the things we do to drive demand for our brands. This includes our advertising and marketing campaigns, our 10 global call centres, 13 local language websites, an 8,000-strong sales force, Priority Club Rewards the worlds largest hotel loyalty scheme which has 48 million members and all the advantages that IHGs global hotel distribution and scale brings to brand awareness. Hotel distribution IHG has over 4,400 hotels in over 100 countries worldwide. Our brands are in the top 3 in 7 of the 12 largest hotel markets in the world. When people travel, they look for familiar brands they know from home, increasing the demand for hotels that operate under our brands around the world. Advertising and marketing Each year, IHGs franchisees pay a fee into a central fund. This fund is used on their behalf for marketing and promotions to drive guest demand for IHGs brands. Brand sponsorships, television and print advertising campaigns and public relations activity across the globe are all ways in which the fund can be used. Priority Club Rewards IHGs Priority Club Rewards is the largest hotel loyalty scheme in the world, with 48 million members. Web presence The 13 local language websites take over 7.4 million bookings a year theyre a shop window for the hotels across the world under IHG,s banner, 365 days a year. www.holiday-inn.com is one of the industrys most visited websites, notching up 75 million site visits in 2005. The websites operate in the following languages: Arabic, Chinese, Dutch, English, French, German, Hebrew, Italian, Japanese, Korean, Portuguese and Spanish. Reservation system IHG,s 10 global reservation offices are available to take hotel bookings from guests 24 hours a day in 26 languages including Arabic, Cantonese, Dutch, English, French, German, Hindi, Italian, Japanese, Mandarin, Portuguese, Spanish, Tagalog and Thai. They deal with 700 transactions per minute. Sales force IHG have a global sales force of more than 8,000 professionals throughout the world, talking about and selling the booking of hotels under our brands to individuals and companies. Considering the future strategy which is goin to be used to the growth achievement of IHG are as follows: Consumer understanding: As one of the worlds largest hotel groups, IHG has gained valuable insights into where and how consumers seek hotel information and make reservations across various channels and from various local, regional and global sources. This information has shaped the way we engage with our customers and enabled us to drive up returns for owners. Global Reservations System All IHG hotels benefit from the worlds most advanced reservation system Holidex Plus.The system links more than 230,000 terminals worldwide and processes over 130 million stays a year thats about 700 transactions per second. This is serviced by our 12 worldwide reservation centres which receive up to 14 million calls annually in 15 different languages. Global Distribution Systems (GDS) Our reservation systems also link with all the major GDS, the channel of choice for travel professionals and large corporate buyers. This gives us global around the clock access to the travel trade. IHG online Our websites continue to be a fast-growing reservation channel. They offer a comprehensive, customer-friendly and secure booking service in 13 languages and provide a low cost of sale. We receive more than 5 million unique web visitors per month and also benefit from the lowest clicks-to-book rate in the industry. Worldwide sales IHGs worldwide sales team is more than 8,000 strong. As well as generating new revenue, the team also manages key corporate and agent accounts and provides local hotel sales support to maximise revenue and keep IHG hotels top of mind. 6 (IHG.com) Some Of the Future Milestones to be achieved: à ¢Ã¢â€š ¬Ã‚ ¢ Continue international roll-out of Staybridge Suites and Hotel Indigo; à ¢Ã¢â€š ¬Ã‚ ¢ Execute growth strategies in agreed scale markets; à ¢Ã¢â€š ¬Ã‚ ¢ Continue to leverage scale and build improved strategic position during the economic downturn Increase global sales force effectiveness; à ¢Ã¢â€š ¬Ã‚ ¢ Continue further procurement programmes to identify efficiencies; à ¢Ã¢â€š ¬Ã‚ ¢ Begin migration to next-generation revenue management IT systems; à ¢Ã¢â€š ¬Ã‚ ¢ Continue focus on owned and managed estate margins and return on capital employed (ROCE), especially in our key InterContinental assets. à ¢Ã¢â€š ¬Ã‚ ¢ Drive greater efficiency and simplicity through better use of technology; à ¢Ã¢â€š ¬Ã‚ ¢ Focus on developing skills to support the key goals for responsible business, guest experience and financial returns. à ¢Ã¢â€š ¬Ã‚ ¢Complete Holiday Inn repositioning roll-out; à ¢Ã¢â€š ¬Ã‚ ¢ Continue to simplify brand standards process to improve owner returns without impairing guest experience; à ¢Ã¢â€š ¬Ã‚ ¢ Continue to enhance experience for PCR members in hotels and across global reservations channels; increase IHG business from PCR members à ¢Ã¢â€š ¬Ã‚ ¢Continue to roll out the Green Engage sustainability management system to 100% of our owned and managed hotels and expand into the franchised estate in all three regions; and à ¢Ã¢â€š ¬Ã‚ ¢ Focus on innovation within new and existing brands to deliver valued green related hotels and services to guests. (IHG annual report) 6 http://www.ihgplc.com/index.asp?pageid=293 BIBLOGRAPHY: 1http://www.ihgplc.com/index.asp?pageid=16 2http://www.ihgplc.com/files/reports/ar2009/files/pdf/2009_Annual_Report.pdf 3 http://www.ihgplc.com/index.asp?pageid=40 4http://www.ihgplc.com/files/reports/ar2009/files/pdf/2009_Annual_Report.pdf 5http://www.ihgplc.com/index.asp?pageid=40 6 http://www.ihgplc.com/index.asp?pageid=293

Oedipus Who’s fault was it? Essay

Who’s Fault Was It? If one were to look for an individual to blame in the tale of Oedipus many characters would stand out. Assigning fault on Just one character of this story would be challenging since almost every character is trying to cheat fate. If there was really one character that could have prevented all this tragic Father killing and Mother â€Å"loving† who would it be? The story spirals on in a whirlwind of destiny with each step taken by all characters to avoid an impending fate and leading to an even more imminent and closer step to the final tragic outcome. One could look to the beginning, the exact point where King Laois seeks an audience with the Oracle of Delphi to learn his future. The question to ask is if the oracles prophecy had never been spoken would the chain of events have taken place causing King Laios to fear his own son and send him away to die. Laois being so curious of his destiny could have avoided his own death had he not learned the prophecy and tried so hard to avoid it. If Oedipus had been raised by his biological parents the probability that he would ave killed his father and marry his mother might have decreased. When taken away to be destroyed the herdsman responsible for leaving baby Oedipus to the elemenst did not have the resolution to complete the task. Instead he gave Oedipus toa messenger in the hopes that he would take the infant to a faraway land and no one would ever know that Oedipus had not perished as ordered. If Oedipus had died as an infant then the prophecy would never come true and Laios’s death would have been prevented. Oedipus was received by a childless King and Queen to raise as heir own. King Polybus and Queen Merope loved Oedipus very much and did not tell him that he was not their biological child. Rumors did circulate about Oedipus’s true parentage so he decided to visit the oracle and learn the truth. Instead of hearing that his parents were not truly his he learned that he would kill his father and marry his mother. The oracle did not mention that Polybus and Merope were not his biological parents so in fear of the foretold prophecy Oedipus flees from his home and travels far away in hopes of avoiding his proclaimed fate. Upon fleeing from his home to evade such a gruesome outcome, Oedipus meets a group of men at a crossroads. The carriage driver tries to push Oedipus off the road. In a rage most likely exasperated by the news of his learned prophecy Oedipus kill most of the men in the caravan. Unbeknownst to him he had Just completed the first part of his prophecy. He had killed his biological father King Laois. In an attempt to sidestep fate Oedipus actually makes it come true. When Oedipus arrives at Thebes he defeats the riddle of the Sphinx there in saving the city. This makes Oedipus a hero and by becoming the savior of the city he ends up marrying Jokosta, a newly widowed Queen. It makes sense that a city without a King would wish that their new hero would become their new leader. Oedipus doesn’t realize that he has Just married his biological mother. He lives for years with her thinking he has successfully avoided the prophecy yet in reality ne nas completed the prophecy by marring his own mother and killing his father. Many aspects happened in this story that causes

The Ascetic Ideal and the Slave Revolt in Morality

There are many aspects in sociology, as well as in psychology, which helps individuals better understand how the frameworks for what is now accepted behavior and moral guides were established and created by the past, and by whom. One of the important aspects of this discussion involves the ascetic ideals, ressentiment, the nobles and the slaves, the slave morality and the slave revolt in morality. In this aspect, one of the most respected individuals who provided important insight for the discussion of this topic is Friedrich Nietzsche. Nietzsche was a very popular German philosopher who devoted much of his professional time and career being involved in the discussion involving important aspects of morality and the noble and slave relationship, as well as the ascetic ideals and how it eventually affected the aforementioned aspects. There are those who criticized what Nietzsche has put forward, particularly the ideas he discussed involving the ideas of morality, how it is defined and how this controls humans through the close inspection of one's self and through the direction of the accusing finger from outwards to inwards. Nietzsche's ideas on the topic of slave revolt in morality carefully analysed by some; while others merely dispose it as something that does not fit the agreeable and convenient and comfortable understanding of the modern individual about the important aspects of morality and how the individual in his social position should be ascribed with his own set of attributes for this particular aspect. â€Å"Nietzsche's unintended contributions to the moralization of the decadence are most obviously displayed in the Genealogy, a book in which he both documents and exemplifies the twisted psychology of the slave revolt in morality (Conway, 2002, p. 31). † Nonetheless, what Nietzsche had said about this topic has earned its rightful significance. Because of that, the further discussion of this topic is a significant endeavor to further clarify the ideas presented in this aspect. What is the Ascetic Ideal? The ascetic ideal can be taken differently, depending on the person's outlook. It c an be something grand that it can be life altering in the sense that one's outlook in life may seriously change and the ascetic ideal showing that it can be powerful enough to provide someone with a significant life goal worth pursuing. While, on the other hand, it can be as insignificant as being plainly nothing more than a tool used by individuals and groups who, like the group they are trying to usurp, merely wanted control over the people by creating something from which control of the people can be possible. Nietzsche provided an explanation on the meaning of the ascetic ideals and the differences of the meanings of the ascetic ideals, depending on the type of person the ascetic ideal will be applied to. He explained that the target individuals who will be affected by the ascetic ideals include artists, philosophers, priests and scholars, as well as women and those which Nietzsche described as someone who is â€Å"physiologically failed. † In common present term, physiologically failed is someone who is not physically capable to be superior against other people or against the ruling class, or someone who is not equipped physically with the power to fight against or even resist physically the attack on one's self by the members of the higher status quo or higher social echelon (Nietzsche, 1998, p. 67). For each one of them, ascetic ideal mean something different, but largely something that can make them feel better about themselves by allowing the ability to create a condition inside one's mind. The individual has the ability to fight the superior class or render victorious in its socio-political and socio-moral fight versus the ruling/noble class; often, the ascetic ideal falls to the idea that it is relegated to the mental or even spiritual state (Nietzsche, 1998, p. 67) of the individual where it resides and it is at its peak efficacy. What Role does it play in the Slave Revolt in Morality? The ascetic ideal plays an important role in the slave revolt morality because the ascetic ideal is the driving force behind the creation of the slave revolt in morality. Without the ascetic ideal to empower particular groups of people (particularly the leader in the form of the ascetic priests who was considered as responsible for reforming and re-evaluating morality and the definition of good and bad / good and evil in the society), the people, who follow these leaders (ascetic priests), would have not known the ideals, believes and set of behaviors that allowed for and at the same time a result of the slave revolt in morality. The ascetic ideal, as explained earlier in the paper, influences different kinds of individuals and as an ideal is appreciated, exercised and consumed differently by different types of people. Nonetheless, these differences do not make the individuals feel the impact of the ascetic ideals differently through its manifestation and role in the slave revolt in morality. Although it is evident that in the analysis of the slave revolt in morality, often, the target of discussion is zeroed in on the ascetic ideals of the priests. In turn, the important role of the ascetic ideal of priests in the slave revolt in morality above the other types of ascetic ideals and the other individuals are affected and involved in this socio-cultural psychological and emotional revolution impacting the morality, behavior and social senses of the self and the relationship with other people (Craig, 1998, p. 854). It is important to point out that in the battle for the creation of what should be the accepted morality by the people, the tug of war pitted the noble/soldiers versus the priests and the peaceful (Craig, 1998, p. 54). â€Å"To explain the origin of the good/evil [the specifically moral] mode of valuation, Nietzsche postulates a slave revolt in morality, a revaluation inspired by ressentiment [or]†¦ grudge-laden resentment (Craig, 1998, p. 854). † This happened because between the two lies what can be considered as irreconcilable differences in the idea of morality and is significant in the creation of what is known as slave revolt in morality (Schacht, 1994, p. 327). Even with the power in the society exercised by the nobles/soldier caste – the â€Å"ressentiment constitutive of slave moralities [which] were initially provided by the nobles (Schacht, 1994, p. 327). † The priests, at the onset of the rise of the socio-political power of religions like Judaism and Christianity, are, nonetheless, not fully rendered incapable and incapacitated by the noble/soldier caste. Brian Leiter (2002) noted about the fact that present then and now what is known as â€Å"the cunning of the priestly caste even within noble societies (Leiter, 2002, p. 86). † This is important because as what critics and analysts points out, the ideals of ascetics, despite the fact that it targets and hits different kinds of persons, its most prominent figure is the ascetic ideal upon the priest (now ascetic priest), to whom the movement of the ascetic ideals (and its role in the slave revolt in morality) is largely and significantly hinged (Conway, 2002, p. 13 1). â€Å"Throughout his account of the genesis and ascendancy of the ascetic ideal, he unwittingly presents himself as a Doppelganger of the ascetic priest (Conway, 2002, p. 31). † The ascetic ideal's role in the slave revolt in morality is that it allowed slave revolt in morality to happen and to be more easily and/or conveniently embraced by a particular group of people (Conway, 2002, p. 131). To be able to truly identify the role of the ascetic ideal in the slave revolt in morality, it is important to point out the creation of ascetic ideal and how the ascetic ideal influenced or have had a role in the slave revolt in morality. There is first the feeling of ressentiment of the slaves which created the idea of morality – the entry of asceticism ideals that helped explain the slave morality to the people and helped them understand the mental/spiritual and emotional aspects of the relationship of the noble/slaves in the society during that time and how the ascetic ideals, in the end, helped the different types of people to understand the angles on existentialism that they needed to embrace and understand for the slave revolt to be realized and be made possible in the first place (Leiter, 2002, p. 286). The resentment of slaves and the internalized cruelty of civilized humans may have laid the foundation for morality, but it was the ability of asceticism to resolve the existential dilemma that ultimately accounted for the success of the slave revolt and the transformation of bad conscience into guilt (Leiter, 2002, p. 286). † More so, the role of ascetic ideal (and particularly, the ascetic priest) , is highlighted in the slave revolt in morality because the role of the ascetic priests was very significant in the salve revolt in morality taking place in the first place. It was because of the ascetic ideals among priests, who believe that the power of the combative soldiers and power all in all (as they see it among the ruling class nobles and soldiers), should be something that should be abhorred, ergo resulting in the slave revolt in morality. In the end, it was the priests, who was powered by the ascetic ideals, that was believed to be the leader behind the movement of the slave revolt in morality, and not the slaves as the name may imply (Craig, 1998, p. 54). â€Å"His postulated slave revolt was led not by slaves but by priests (Craig, 1998, p. 854). † Conclusion Despite what Nietzsche had said about the idea of morality and the feeling of the ascetic priests and how this contributed to the shaping of modern day attitude directed towards the religious institutions and the aristocratic and/or ruling and influential echelon side by side one another, what is clear is that this aspect is something that is still very much debatable. There are still many corners in this topic that hasn't reached a full closure regarding the loose ends that came about after the problems springing up based from what Nietzsche postulated from his works. â€Å"Our concepts need clarification precisely because they are products of a complicated historical development. Different strands have been tied together into such a tight unity that they seem inseparable and are no longer visible as strands (Craig, 1998, p. 854). † Still, it will always be educational to constantly pry open this issue that will never close. More so, with the fact that just like in the past, the position of the ruling class, the position of the religious and the noble groups and the outlook of the society may still change. This change may still affect, how the ascetic ideals and the slave revolt in morality, is viewed in the future. What is clear is that in one way or another the ascetic ideal has gained foothold among many individuals and groups in the society; later on, it has managed to become a significant influence in the slave revolt in morality.

What Are the Dangers of Texting While Driving - Free Essay Example

Sample details Pages: 2 Words: 561 Downloads: 1 Date added: 2019/04/12 Category Society Essay Level High school Tags: Texting and Driving Essay Did you like this example? Texting while driving can be worse than driving under the influence (DUI). When using any technology that can require you to take your hands and eyes off the road, or cause any distraction, it can instantly become a danger not only to you but to other drivers as well. A death due to drunk driving occurs every 48 minutes. (Distracted Driving VS Drunk Driving: Which Is Worse? | Visual.Ly) Distracted driving can take the drivers eyes off the road. This includes text, talking on the phone, changing the radio stations or cds, eating and drinking, talking to others in the vehicle, using a gps. Texting while driving is the most hazardous and deathly of all distractions while driving. Texting uses cognitive, manual and vision attention. (What is distracted driving?) Don’t waste time! Our writers will create an original "What Are the Dangers of Texting While Driving?" essay for you Create order For most teenagers driving is a dream come true, however a tiny distraction this dream becomes a huge nightmare. Technology has advanced rapidly over the years and has quite often taken over our minds, youngest people are not able to be unattached from cell phones and this has become a big problem in the u.s. The driver is at a huge risk but is also risking lives of many others, passengers, pedestrians and other drivers. We must put a stop to the use of technology while driving. Sending or receiving a simple text message takes your mind and eyes off the road for about, 4.6 seconds. You would think 4.6 is nothing right? Until you think of it when driving 55 mph, is the equivalent of an entire football field! Think of this as blind driving (what is distracted driving.) Texting and driving is a multitasking activity, whereas only about 2% of those who do this is actually successful (Mann 1). Just because you can text and drive or should we say multi-task does not mean you should attempt to do so.. This is not just an issue with teenagers, adults try to text and drive as well. Most teens have seen their parents or other persons in authority do so and think its okay for them to do it themselves. Did you know that 1 out of 5 drivers admit to surfing the web while driving(DWI). While we may never understand why anyone would text and drive, perhaps they just think they can do it or are they too stubborn to admit to how dangerous it truly is? Sadly, some that do so learn from their mistakes the hard way. Even if the result ends in tragedy, people tend to ignore statistics, 77% of young adults are somewhat confident, 53% say its easy, to text and drive (DWI). Teens spend 10% driving outside of their lane and are often distracted, thinking, reading a quick text, or holding the phone up at the windshield so they can see it better, or just text at stop lights, etc.(DWI) There is no justification for it. Many agree that distracted driving is dangerous, but not everyone agrees to join against it. Its time to stand up and show what is wrong, speak out against anyone you know who is a distracted driver, let them know you are uncomfortable with their actions. Your voice is the biggest / loudest weapon you have, use it this could easily save a life, beings it, the passenger, drivers, or others close by. The end of distracted driving beings with you and your ability to speak up!