The International System And Contemporary International...

In Unjust Justice, Chantal Delsol evaluates the contemporary international system and contemporary international law, the regulation of relations between sovereign states, by defending various principles that she claims will be violated by the potential formation of a â€Å"world government†. The principles that Delsol defends in response to recent steps toward a universal state are found in the works of modern thinker, Emer de Vattel, and medieval thinker, Thomas Aquinas. Furthermore, her critique of contemporary international law is complimentary and reflective of the arguments made by Vattel and Aquinas. Specifically, her critique of the contemporary international system is to preserve the principles of state sovereignty, diversity, and politics. Delsol’s interpretation of contemporary international law should be used to protect these traditional principles of international law, defended by Vattel and Aquinas, against the establishment of a universal state. Delsol’s discusses how the â€Å"murderous character of the twentieth century emerged† from conflict between morality and faith in order to explain how the idea of a world government emerged. After the Cold War, it was evident that people had been obedient to authority instead of morality. Delsol argues that this led to a â€Å"contemporary resolve to establish institutions of international justice† in order â€Å"to make ethics or morality everywhere suprem e over obedience to a leader or to a system.† The emergence of anShow MoreRelatedAn Introduction Of International Relations1702 Words   |  7 Pagescourse, an introduction of International Relations, my views have consistently been fluid. From week to week with new information and new theories presented, researched and analysed along with my increasing knowledge of attributes and models of these principles. 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Immanuel Kant developed his notion of cosmopolitanism as a result to the ever increasing Hobbesian ‘state of nature’ in the international realm, between the individualistic actors, nation states and the ever growing interstate communication; especially post the peaceRead MoreRealism and Liberalism in Literature1397 Words   |  6 Pageshas led to creation of a social science: international relations. â€Å"International relations, seeks to go beyond ephemeral and common-sense: to reflect more deeply on events, structures, processes and actors, and to offer explanations, interpretations and normative analyses† (Devetak and Burke et al., 2012, p. 35). It can be concluded from this quotation that international relations’ main aim is to explain phenomena deeply. By doing explanation, international relations use some theories which were createdRead MoreCriminal Justice Trends Evaluation1530 Words   |  7 PagesCriminal Justice Trends Evaluation University of Phoenix Contemporary Issues and Future in Criminal Justice People in society continuously change therefore people continue to evolve as our perceptions change. In this paper the student will assess the past, present, and future trends in the interface between elements of the criminal justice system. In the assessment the student will evaluate the criminal justice connections with surrounding society. The student will identifyRead MoreThe U.s. Military Response985 Words   |  4 Pagesa notable transformation in international law regarding state responsibility for terrorist acts. This essay aims to argue that such change has been significant and it has satisfactorily countenanced states’ response to terrorism by presenting evidence of new state practice plus opinio juris in this area. To do so, this essay will first discuss the controversial concept of terrorism and its relevance to the legal framework for the use of armed force in international law. From here, it will move toRead MoreThe Contemporary Concern Of Indigenous People At The International Platform Essay1594 Words   |  7 PagesThe contemporary concern for indigenous people at the international platform gained its popularity from the long-standing Sui generis deviation of self-determination standard, that supplements the Sui generis deviation which the twentieth century classic colonialism represents (Anaya 1996). Indeed, the concept of indigenous people is usually understood to mean a culturally cohesive group who suffers inequality with the state wherein they leave because of historical empire or conquest (UN DOC 1986;Read MoreInternational Systems : An International System1578 Words   |  7 Pagesaccordance with the in-class simulations, an international system includes individuals from different countries. These countries can be called states if they are connected by an organized structure of people, leaders or â€Å"government† in those particular countries. In accordance with K.J. Holsti’s article, international systems are à ¢â‚¬Å"independent political entities that interact with frequency and according to regularized processes†. In other words, international systems represent patterns of interactions betweenRead MoreIndia s Caste System Of India1709 Words   |  7 PagesIndia’s Caste System The Caste system has aroused much controversy than any other feature of India’s society. Every day, Dalits are butchered, assaulted, abused, raped, lynched, shot or openly mutilated without considering any consequences of the offenders. The deaths of pregnant women who are not able to pay the bribes at government hospitals, some boys with eyes raised completely out for falling in love with a girl of a superior caste, and horrid stories of employees boiled to death because ofRead MoreComparison Between International Law and National Law1541 Words   |  7 Pagesnational and international law. To what extent can they be said to be similar or different? Introduction The world has witnessed the development of law since times immemorial in response to growing interaction among the individuals resulting in a need for a framework to regulate their interactions in the territories they live in. Similarly, ever since the interaction between the states has increased, the evolution of International Law has evolved accordingly side by side the National Law regulatingRead MoreWhy Has Marxism Been Neglected For International Relations?977 Words   |  4 PagesWhy has Marxism been neglected in International Relations? One of the major reasons why Marxism has generally been neglected in International Relations is due to the scarcity of Marxist writing that is specifically focused on this subject. However, it can be argued that due to this paucity of material, Marxist theory has nothing of substantial value to offer with regards to international relations. Non- Marxists argue that the concepts in Marx’s analysis of capitalist production; class, labor, exchange

Instant Solutions for Essay Samples Thesis

Instant Solutions for Essay Samples Thesis If you're writing a research paper, you ought not concentrate on over three variables, you ought to keep your thesis statement highly precise and always provide data for each claim you earn. A thesis is the consequence of an extended thinking practice. Professor Mitchell obtained a grant to have a category of students to Belgium so as to study the EU. Thesis statement format is as important, as it contents that's why lots of students are seeking information how to complete formatting to steer clear of the most frequent mistakes and supply the task with no flaws. If it weren't for the thesis, the essay wouldn't have any direction, it would have no focus, and readers wouldn't know the goal of the essay. Stephen's essay is quite effective. For instance, an informative essay is going to have a different thesis statement from an argumentative, persuasive or another type of essay. The trick to writing a good profile essay is to select a personal profile essay example of an entertaining subject. You must establish what you wish to write in your essay. You could also see formal essay. Critical essay is a kind of academic writing. Every argumentative essay ought to depend on a topic which can be debated. Essay Samples Thesis - the Conspiracy Just like any very good thesis, you wish to get as specific as possible. At times, a professor is not going to explicitly require of you to compose a thesis statement, but it's always implied so it should not be left out. It's unethical to exclude evidence which may not support the thesis. When you have introduced your thesis statement, discuss a bit about the material you're criticizing. There are several good analytical thesis statement examples online you might access to provide you with a clearer picture, a very clear and arguable thesis statement is essential for your paper as the whole text needs to be directed towards its defense. The wording has to be clear and concise. The Most Popular Essay Samples Thesis General overview would incorporate information that's covering the topic for language essay for a whole while specific overview will just speak about particular difficulties. If you successfully determine the objective of language essay than you need to guarantee that the subject of language essay should fit in the objective. It is not advised to argue on a topic that is extremely wide. Also, you can look for sample expository essay topics so you will understand what to research and that which you will deal with. Writing a comprehensive essay about an individual or entity is quite easy as you have all of the vital resources and data available. Utilizing a writing service is the best approach to have a well-written essay to use as a guideline to make sure the essays you write are hitting all the vital points and are at the appropriate depth necessary for your academic grade. Your writing has to be brief and concise. Drafting and planning in addition to researching should be done in order to have a simple writing. The Most Popular Essay Samples Thesis In a case of a profile essay you'll be able to sum up a paragraph by giving the result of the details explained. A crucial essay is intended to be informative, meaning all claims ought to be backed up by a credible evidence instead of simply stated because it strikes the author's fancy. You are requested to convince your reader of your standpoint. Though a completely free instance of an essay can act as an extremely guide, the fact remains that your professors generally ass ign work which expects you to incorporate course material or recent newspaper articles. For example, if your process essay is all about making the ideal shepherd's pie, consider drafting a paragraph about how to make the filling below and another paragraph on the best way to create good mashed potatoes in addition to the lamb filling below. The last portion of the completely free essay paper is the conclusion. Once the last draft is complete and you've made the essential payments, you are going to be able to download and read through your paper.

Medical Law - Click to Get Sample Solution

Question: Discuss about the Medical Departement ? Answer : Introducation Karen, a 33-year-old woman has been suffering with paranoid schizophrenia. She developed a delusional belief that she has no children when in real she had a daughter. She was diagnosed with ovarian cancer during her medical tests, although the doctor was not sure enough about the cancer. Doctor Green advised her to undergo a total abdominal hysterectomy without which she will not survive for more than six months. If the surgery is performed then chances are high that she will live for about three or five years. Karen refuses to undergo the surgery, as she wants to conceive. Her parents support the doctor but she believes that her parents are against her decision to have children with her boyfriend, Liam. Karen and Liam believe that her guardian angels said she has no cancer and herbal medicines can cure her completely. Adrian, Karens 15 years old brother is suffering from facial and neck infection and is advised by his doctor to complete the course of the medicine or else it may either lead to sepsis or become fatal. Being animals rights group member, he refuses to take the medicinal pills as his mother said that those pills are tested on animals. His mother, Fiona, being an animals rights activist herself supported his decision while his father, Charlie, wanted him to undergo the treatment. Issue Can Karen refuse to undergo the treatment on the ground of moral beliefs? Is Adrian legally capable to refuse the treatment? Can a doctor compel a patient to undergo any treatment? Principles The doctor-patient relationship forms the basis of medical ethics. It constitutes an essential element for delivering proper healthcare while treating the patients. The guidance on the Consent: patient and doctor making decision together have been laid down in the General Medical Council (GMC). It sets out the principles to take good medical decisions. As stated in paragraph 18 of the GMC, it is important for a doctor to discuss with the patient the detailed information about the diagnosis and the treatment options. The doctor must communicate the information in such a manner that the patient understands and retain it. If needed, other healthcare team members may be consulted during the discussion. If the information is of complex nature or the proposed treatment involves considerable amount of risks, the patient must be given time to make necessary decisions.[1] According to paragraph 19, if the doctor proposes a particular type of treatment, the doctor must give necessary reasons to support his proposal. The doctor must not pressurize the patient to accept the proposal or the advice, whatsoever. While discussing with the patients about the amount of risks involved in the proposed treatment, the doctor must also communicate the consequences in case the patient refuses to take any action. The consequence of not taking any action may sometimes result in death.[2] According to paragraph 43, if the patient refuses any proposed treatment, the doctor must respect the decision taken by the patient irrespective of the fact whether the decision taken is wrong or unreasonable. The doctor in such situation is required to explain the patient about the consequences of the decision taken. However, if even then the patient refuses the treatment, the doctor must not compel the patience to accept his advice.[3] As per the principle laid down in paragraph 47, if the patient gives consent to a proposed treatment and the treatment involves greater amount of risks, the consent of the patient must be obtained in writing. It must not be assumed that adult patients are capable of taking decisions relating to any examination, treatment, or investigation.[4] It can be presumed that a patient is incapable of taking decisions if even after providing detailed information about the treatment and consequences, the patient is unable to comprehend the same,(Para 64). There are patients who are capable of taking uncomplicated decisions but the difficulty arises when the nature of the decision is complicated or it involves several options. Some patients are unable to take proper decisions owing to the fluctuating condition which prejudices their ability to comprehend or retain the information communicated, (Para 66).[5] According to the principle laid down in paragraph 74 of the GMC, in case the doctor is not sure about the patients capacity to take decisions, he must seek legal advice in order to ask the court to determine the capacity of the patient. Where there arise any disagreements, the doctor should consult concerned authorities and the legal framework for resolving disagreements.[6] In Re C(Adult, refusal of treatment)[1994]1 All ER 819, C was paranoid schizophrenic and was being treated in Broadmoor hospital. His leg was affected with gangrene and doctors advised amputation of his affected leg, which was considered pertinent to safeguard his life. He refused the treatment and the Court upheld his decision. The case lays down the theory that mental sickness does not essentially put a patients capability to make decisions into question. Patients who are capable of comprehending and evaluating the required information are free to accept or reject treatment, even if those decisions turns out to be irrational to the doctor or even fatal for the patient. The decisive capacity of a young person relating to the approval of medical treatment depends largely on their capability to comprehend and evaluate the existing options rather on their age.[7] A young person aged 16 years is assumed to possess the ability to make most of the decisions relating to their treatment and care as laid down in paragraph 55. In Gillick v West Norfolk and Wisbech AHA [1986] AC 112, it was observed that children are competent to assent or refuse to medical treatment if the maturity level of the child is adequate to comprehend the procedure and the consequences of the proposed cure.[8] In case the patient is a child and lacks ability to make an appropriate decision and both the parents of the child refuses the proposed treatment on the grounds of some moral beliefs or religious beliefs, the doctor is required to discuss about their concerns and try to reach out for alternate options for treatment, which will assimilate their beliefs.[9] Notwithstanding, providing the child and his parents with the detail information about the proposed treatment, the consequences and the availability of the alternate options, the doctor is unable to reach to an agreement and the treatment is pertinent to safeguard the life of the patient, the doctor should approach the court.[10] In an emergency or in any exceptional circumstances, where it becomes an absolute necessary to treat the patient in order to preserve his life or prevent deterioration in health, the doctors must apply the needed treatment even against the wishes of the parents of the patient.[11] According to paragraph 57 of the GMC, if the condition of the patient is such: it will have an effect on the time-span or quality of their life or it will deteriorate the health, it is predictable that there is a possibility of suffering loss or impairment of his capability to make decisions, The doctors are required to encourage them and discuss their issues with them or consult with the healthcare team members.[12] Patients may discuss about their fears relating to the treatment and beliefs of the patient that are likely to influence the decisions of the patient.[13] Application In the present case, Karen is a patient of paranoid Schizophrenia. Paranoid schizophrenia is the most common form of schizophrenia, which causes the person to have false beliefs or delusions. For instance, patient may believe something even though there is evidence that it is false or that some persons are conspiring against them or their family. The schizophrenic disease is a chronic condition that lasts through out the life of an individuals life.[14] Karen had a daughter but being a schizophrenic, she was under the false belief that she has no children. Karen is being treated at the Blagton NHS Trust for her stomach problems and during her medical tests, a tumor was found and she was diagnosed to be suffering from ovarian cancer. Although the doctor, Dr. Green was not sure enough if the tumor was cancerous. Dr. Green advised her to go through a surgery or else she will not survive for more than 6 months. She will have to undergo total abdominal hysterectomy, as it will enhance the time-span of her life to 3 to 5 years. Karen resentfully refused to undergo the surgery even against her parents wish. Here, Karen is a patient of paranoid schizophrenia so she is under a false belief that her parents are plotting to prevent her from conceiving any children with Liam, as they disliked him. As one of the effects of schizophrenia, she was forgetful and was always under a delusion that her parents were conspiring with the doctor against her. She is under an illusion that her guarding angels said that herbal medicines could cure her completely . According to the principles under the guidance of the GMC, a doctor is advised to communicate to the patient about the amount of risks involved in the proposed treatment.[15] If even after providing sufficient information the patient does not give his consent, the doctor cannot force the patient to accept the advice irrespective of the fact that his decision is wrong or irrational. Para 66 of GMC states that a patients consent depends largely, on the patients condition. The surgery of Hysterectomy involves removal of uterus including the cervix to remove all visible ovarian cancer cells. Although Karen is suffering from a chronic disease but she is competent enough to comprehend the treatment and its repercussion. After surgery, Karen was aware that she would not be able to conceive children still she is desperate to have children and hence, determined about not undergoing the surgery. As laid down in the case Re C [1994], patients having the capacity to retain and evaluate the required information are capable of making decisions about refusing medical treatment. Although being a schizophrenic patient, her general capacity is impaired, it is established that she understands the purpose the effects of her treatment. It is advisable that Dr. Green does not force her to accept his advice and respect her decision of not undergoing the surgery even if it appears to him to be illogical and may put her life and health, both at risk. Karens 15-year-old brother was suffering from facial and neck infection. He is also being treated at the Blagton NHS Trust and his doctor, Dr. Ramjan advises him to take a course of pills, which will cure him completely. He refuses to take the pills as the pills are tested on animals and he himself being a member of the animals right group refused to gain at the cost of the animals. The doctor advised him that if the pills are not taken the infection might lead to sepsis or result in serious illness and even death. Adrians father, Charlie, wanted him to continue the treatment, as he was worried that the scars on his face would become permanent and make it worse. The legal framework set out in the GMC lays down that at the age of 16, persons are considered as adults and are assumed to have capacity to make decisions. Children who are below the age of 16 are not considered as adults and their capacity to make decisions depends upon their level of maturity and understanding. When a competent child refuses medical treatment, the authority of the persons with parental responsibility is required or the court may overrule the decision of the child.[16] Adrian has refused the treatment on the ground of moral belief that since the pills are tested on animals, he does not want to affect the animals for his own benefit. Consent is valid if a person who is capable of giving consent gives it voluntarily. If a child below 16 years refuses to assent the treatment, the court can overrule his decision if it would result in death or any permanent injury. The court that is approached to resolve issues relating to what would be beneficial to the patient is the Court of Protection.[17] If a child below the age of 16 is competent enough to understand, retain and weigh the nature or purpose or effect of the treatment, additional consent of the parents is not required.[18] However, if such decision tends to jeopardize the life of the child, then the consent of the parents is required. If a parent refuses to give consent for the treatment, the court can overrule the decision if it is of the opinion that it would be for the benefit of the child.[19] Here, Fiona, Adrians mother supported his decision to refuse the treatment whereas his father, Charlie, wanted him to continue the treatment. If one of the parents of the child gives consent to perform the treatment and another parent does not, then the doctor shall accept the consent and proceed with the treatment.[20] If both the parents refuse to give consent, then the court shall intervene and overrule the decision keeping in view the welfare of the child as the primary concern. Adrians mother did not give her consent to perform the treatment but his father did give his consent, as he was worried that if the treatment is not performed the infection may jeopardize his life. Since one of the parents has given consent, Dr.Ramjan may proceed with the treatment. Conclusion A patient has a right to refuse medical treatments if he is competent to make such decision and it is the duty of a doctor to respect the decision even if it results in death of the patient. In case a child below 16 years refuses treatment, the parents or the court may overrule such decisions if it is for the childs benefit. Reference list Blake, Peter, et al. "Principles and Guidelines for Informed Choice and Consent: for all Health Care Providers and Planners."Journal of Manual Manipulative Therapy(2013). Bourne, Tom, et al. "Doctors' experiences and their perception of the most stressful aspects of complaints processes in the UK: an analysis of qualitative survey data."BMJ open6.7 (2016): e011711. Cave, Emma. "Goodbye Gillick? Identifying and resolving problems with the concept of child competence."Legal studies34.1 (2014): 103-122. Coggon, John. "Mental Capacity Law, Autonomy, and best Interests: An Argument for Conceptual and Practical Clarity in the Court of Protection."Medical Law Review24.3 (2016): 396-414. Coleman, Doriane Lambelet, and Philip M. Rosoff. "The legal authority of mature minors to consent to general medical treatment."Pediatrics131.4 (2013): 786-793. General Medical Council (Great Britain).Good medical practice. General Medical Council, 2013. Jackson, Emily.Medical law: text, cases, and materials. Oxford University Press, 2013. Lamont, Scott, Yun-Hee Jeon, and Mary Chiarella. "Health-care professionals knowledge, attitudes and behaviours relating to patient capacity to consent to treatment An integrative review."Nursing ethics20.6 (2013): 684-707. Larcher, Vic, et al. "Making decisions to limit treatment in life-limiting and life-threatening conditions in children: a framework for practice."Archives of disease in childhood100.Suppl 2 (2015): s1-s23. Lee, Albert. "Bolamto Montgomeryis result of evolutionary change of medical practice towards patient-centred care."Postgraduate Medical Journal(2016): postgradmedj-2016. Mason, Kenyon, Graeme Laurie, and Alexander McCall Smith.Mason and McCall Smith's law and medical ethics. Oxford University Press, 2013. Mullick, Anjali, Jonathan Martin, and Libby Sallnow. "Advance care planning."BMJ347.7930 (2013): 28-32. Owen, Gareth S., et al. "Decision-making capacity for treatment in psychiatric and medical in-patients: cross-sectional, comparative study."The British Journal of Psychiatry203.6 (2013): 461-467. Peabody, Francis W. "The care of the patient."Jama313.18 (2015): 1868-1868. Scott, Ian A., et al. "Difficult but necessary conversationsthe case for advance care planning."Med J Aust199.10 (2013): 662-6. Senn, B., et al. "Developing and evaluating complex interventions: the new Medical Research Council guidance."Studies59 (2013): 587-592. Smithson, Elizabeth, et al. "Are we following the guidelines for consenting? Prospective audit to determine whether the general medical council and department of health guidance on consent is being followed in an inner city hospital."International Journal of Surgery11.8 (2013): 667. Speer, Susan A., and Elizabeth Stokoe. "Ethics in action: Consent?gaining interactions and implications for research practice."British Journal of Social Psychology53.1 (2014): 54-73. Weisz, George, ed.Social science perspectives on medical ethics. Vol. 16. Springer Science Business Media, 2012. Wright, Christine, et al. "Multisource feedback in evaluating the performance of doctors: the example of the UK General Medical Council patient and colleague questionnaires."Academic Medicine87.12 (2012): 1668-1678. [1]General Medical Council (Great Britain).Good medical practice. General Medical Council, 2013. [2]Mason, Kenyon, Graeme Laurie, and Alexander McCall Smith.Mason and McCall Smith's law and medical ethics. Oxford University Press, 2013. [3]Smithson, Elizabeth, et al. "Are we following the guidelines for consenting? Prospective audit to determine whether the general medical council and department of health guidance on consent is being followed in an inner city hospital."International Journal of Surgery11.8 (2013): 66 [4] Weisz, George, ed.Social science perspectives on medical ethics. Vol. 16. Springer Science Business Media, 2012. [5] Wright, Christine, et al. "Multisource feedback in evaluating the performance of doctors: the example of the UK General Medical Council patient and colleague questionnaires."Academic Medicine87.12 (2012): 1668-1678. [6] Speer, Susan A., and Elizabeth Stokoe. "Ethics in action: Consent?gaining interactions and implications for research practice."British Journal of Social Psychology53.1 (2014): 54-73. [7] Jackson, Emily.Medical law: text, cases, and materials. Oxford University Press, 2013. [8] Cave, Emma. "Goodbye Gillick? Identifying and resolving problems with the concept of child competence."Legal studies34.1 (2014): 103-122. [9] Blake, Peter, et al. "Principles and Guidelines for Informed Choice and Consent: for all Health Care Providers and Planners."Journal of Manual Manipulative Therapy(2013) [10]Owen, Gareth S., et al. "Decision-making capacity for treatment in psychiatric and medical in-patients: cross-sectional, comparative study."The British Journal of Psychiatry203.6 (2013): 461-467. [11]Mullick, Anjali, Jonathan Martin, and Libby Sallnow. "Advance care planning."BMJ347.7930 (2013): 28-32. [12] Senn, B., et al. "Developing and evaluating complex interventions: the new Medical Research Council guidance."Studies59 (2013): 587-592. [13] Lamont, Scott, Yun-Hee Jeon, and Mary Chiarella. "Health-care professionals knowledge, attitudes and behaviours relating to patient capacity to consent to treatment An integrative review."Nursing ethics20.6 (2013): 684-707. [14]Peabody, Francis W. "The care of the patient."Jama313.18 (2015): 1868-1868. [15] Lee, Albert. "Bolamto Montgomeryis result of evolutionary change of medical practice towards patient-centred care."Postgraduate Medical Journal(2016): postgradmedj-2016. [16] Bourne, Tom, et al. "Doctors' experiences and their perception of the most stressful aspects of complaints processes in the UK: an analysis of qualitative survey data."BMJ open6.7 (2016): e011711. [17] Coggon, John. "Mental Capacity Law, Autonomy, and best Interests: An Argument for Conceptual and Practical Clarity in the Court of Protection."Medical Law Review24.3 (2016): 396-414. [18] Larcher, Vic, et al. "Making decisions to limit treatment in life-limiting and life-threatening conditions in children: a framework for practice."Archives of disease in childhood100.Suppl 2 (2015): s1-s23. [19] Coleman, Doriane Lambelet, and Philip M. Rosoff. "The legal authority of mature minors to consent to general medical treatment."Pediatrics131.4 (2013): 786-793. [20] Scott, Ian A., et al. "Difficult but necessary conversationsthe case for advance care planning."Med J Aust199.10 (2013): 662-6.

Jeanne Lewis at Steples, INC free essay sample

Six months from now, on February 1, 1998, Jeanne Lewis (HBS ’92) would become the senior vice president of marketing at Staples, Inc. (Staples), a nationwide office supplies superstore. After 10 months working side by side with Todd Krasnow, the current executive vice president of marketing, Lewis was becoming familiar with the department. Her initial assessment led her to wonder if the department’s operating style was suited to evolving competitive realities. As Krasnow’s heir apparent, Lewis wanted to be involved in shaping the department’s priorities for the upcoming year. The strategic planning process traditionally began around this time in August, and Lewis wondered if the time to start taking action had arrived. Thus far, 1997 had been a trying year for the company: the Federal Trade Commission had challenged Staples’ proposed merger with Office Depot, and the two companies had recently abandoned 10 months of merger efforts. At that time, Chairman and CEO Tom Stemberg reaffirmed his commitment that Staples would grow from a $5 billion company to a $10 billion company by the turn of the century. We will write a custom essay sample on Jeanne Lewis at Steples, INC or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Staples not only had to grow bigger, it also had to grow better, as analysts had become accustomed to the company’s 14 consecutive quarters of earnings-per-share growth in excess of 30%. The theme of the upcoming year was twofold: strong growth and more effective execution. tC Lewis believed that Stemberg’s pronouncement to look for the â€Å"silver lining† in the failed merger and to take to heart the lessons of the merger could serve as a call to action for the marketing department. Marketing, which served as both an architect and driver of the brand, would play a critical role in Staples’ continued success. Lewis knew that Staples could survive only if it was prepared to get rid of outmoded ideas and replace them with new ones—a philosophy shared by Krasnow. But Lewis also knew that it could be frightening to give up the ideas that had made the company successful. Furthermore, the marketing staff was understandably apprehensive about Krasnow’s planned departure, and many were already mourning his loss. Lewis explained: No While the merger distractions were going on, things that maybe should have been dealt with, weren’t. Now, I wanted to make it clear that a new person was coming on board in this area, and figure out how we could get back to business. We needed to refocus on building our business, because it was as competitive as ever, and we had lost a couple of beats in a few marketing areas while busy with the merger. We were at a turning point in the marketing department, as opposed to being long past it. Because of the confluence of external events as well as our own internal complexity, if we didn’t change, then I was concerned it would start to show eventually in sales. Do Research Associate Jennifer M. Suesse prepared this case under the supervision of Professor Linda A. Hill as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. It is an abridged version of an earlier case, â€Å"Jeanne Lewis at Staples, Inc. (A),† HBS No. 499-041, prepared by Research Associate Kristin C. Doughty under the supervision of Professor Linda A. Hill. Some names have been disguised. Copyright  © 2000 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 400-065 Jeanne Lewis at Staples, Inc. (A) (Abridged) rP os t Lewis knew the marketing department’s role in ensuring success was twofold: maintaining the delicate balance between meeting short-term financial objectives with appropriate promotional tactics and building customer loyalty and retention with an effective marketing strategy; and investigating ways to leverage Staples’ brand and broaden its franchise. She also had specific questions about some of the department’s structures, systems, and staffing. She was eager to get started, but recognized the risks of doing too much, too fast: op yo My style is that I want things to happen quickly. When I see things—either a new problem someone has never had to figure out before, or where they’ve just had a different sense of timing—I jump in and say, â€Å"here’s the way to do it,† and that makes change happen quickly. But that could limit my ability to work across and with the organization. I could end up spending too much time managing down and not enough time making broader, more expansive impact by managing across the organization as well. Staples’ Background (1985-1991)1 tC In 1985, Tom Stemberg (HBS ’73), known for his marketing savvy and innovations in the staid supermarket industry (as vice president of sales at Star Market, and president of First National Supermarket), pioneered the concept of the office supplies superstore. A â€Å"Toys ‘R’ Us† of office supplies, â€Å"Staples, the Office Superstore† would â€Å"provide completeness, convenience, informed assistance as well as attractive prices†¦ covering everything from coffee to computer software† for the small-business customer. 2 Initial customer research indicated that most small businesses did not track their total expenditures for office products closely, nor were they aware that they were paying on average 40% more for them than large corporations. To communicate the savings and increased convenience of its new way of procuring office supplies, Staples’ management was prepared to invest heavily in marketing. Staples’ message would emphasize discounts and convenience, leaving customers â€Å"free from the hassles† of dealing with long lines, order forms, and multiple suppliers. No For the pivotal role of director of marketing, Stemberg hired Todd Krasnow, a 28-year-old HBS graduate who had worked in marketing at Star Market with Stemberg’s new VP of operations. In the early days, Stemberg’s team of five (himself, Krasnow, CFO, VP of operations, VP of merchandising) each had their own primary spheres of responsibility, but they all worked very closely together, doing whatever it took to get the job done. They began the mornings with a 7:00 o’clock meeting, reconvened for a working lunch, and generally worked through the evening until 10:00 o’clock. They hashed out virtually every decision together, early on developing the discipline to back up their â€Å"intuitions† with hard data. Krasnow’s optimism, exceptional dedication, and â€Å"big picture† perspective often helped keep even the most heated debates substantive, rather than personal. Do The business plan committed the Staples team to opening 26 stores in five years. The first new store opened on May 1, 1986, in Brighton, Massachusetts, and was followed by a second in nearby Woburn in November. The office superstore concept quickly caught on with both customers and other entrepreneurs. The Staples team focused their efforts on building a Northeast franchise to discourage competitors and make it cost-effective to advertise in that very high-cost region; 1 Staples background was compiled from these sources: â€Å"Staples in 1995,† HBS No. 795-158; â€Å"Staples, Inc. ,† HBS No. 593-034; â€Å"Staples (A), (B), and (C),† HBS Nos. 898-157, 898-158, 898-159; Thomas G. Stemberg, Staples for Success: From Business Plan to Billion-Dollar Business in Just a Decade (Santa Monica, CA: Knowledge Exchange, 1996). 2 The â€Å"Staples: the Office Superstore† business plan was published in part as â€Å"Staples (B),† HBS No. 898-158. 2 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Jeanne Lewis at Staples, Inc. (A) (Abridged) 400-065 rP os t copycatting was common practice in retailing, and second movers often received better terms from investors and suppliers than leaders. Office Depot opened its first store in Florida in October, and within 18 months, 19 other competitors had emerged. For the next several years, Staples and its two main rivals, Office Depot and Office Max, concentrated their efforts in geographically distinct territories. But soon Staples had to contend with a much wider competitive set, including savvy retailers who were not traditional office suppliers, such as Wal-Mart, Best Buy, and CVS. These competitors often had significantly more capital to invest and some offered lower prices than Staples. op yo Krasnow’s contribution to Staples’ marketing success was universally acknowledged. One executive described it thus: â€Å"With his vast experience, Todd ran the marketing department out of his head and his gut. † On more than one occasion, Krasnow and his team had been able to â€Å"save the company. † For example, when only 20 customers came in to Staples on their first day of business, Krasnow came up with the idea of paying 25 small-business managers $20 to shop in the store and tell him what they thought. A week later, though all had taken the money, none of them had come to the store—undeterred, Krasnow, persisted in contacting them, and those that eventually came in were very impressed with what they saw. This was the beginning of Staples’ inventive marketing style and frequent reliance on direct market outreach. The team later instituted a free Staples membership program that allowed them to measure if they were getting a good return on their promotional efforts. At the time, such database marketing was almost unheard of in retailing. tC Stemberg pushed his team hard, reminding them that they were waging a battle for market dominance. Employees were encouraged to continually reexamine their strategy, to scrutinize other retailers’ activities and â€Å"borrow† their best ideas, and to capitalize on all available opportunities. The corporate and field team from these early years recalled that there was a great deal of â€Å"fire-fighting† and â€Å"band-aiding. † In April 1989, Staples received a much-needed infusion of capital with its initial public offering in which over two million shares sold at an opening price of $19 per share. In coming years, the company further complemented organic growth with a series of acquisitions and joint ventures that allowed it to gain market share, expand into new markets (including the West Coast, Canada, and Europe), and learn from others’ successes. No By the end of 1991, Staples had 123 stores. As Staples grew, the senior management team continued to devote time and attention to recruiting and developing talent. They sought out people with a â€Å"can-do† attitude, competitive drive, and an eagerness to learn and stretch themselves. Staples’ employees had to be flexible and willing to move laterally through the company, as Stemberg contended that these periodic rotations helped the company avoid complacency and maintain its entrepreneurial spirit. They also had to be comfortable taking risks on behalf of the company and being held accountable for them. It was not easy to find people who could thrive in this fast-paced, often stressful environment. As one manager observed, â€Å"Within weeks you could tell if a new hire could withstand the pace and pressure. † Jeanne Lewis (1991-1995) Do Marketing and operations Lewis first came to Staples in 1991 as an MBA summer intern in the marketing department (see Exhibit 1 for a timeline of key events). At the time, Staples was small enough that, as she reflected, â€Å"you could literally fit the entire management team in one room. † As an intern, Lewis evaluated marketing plan effectiveness for the company’s 105 stores in 12 states. She passed Stemberg’s office each day and had the opportunity to sit in on meetings occasionally with the CEO and president. In 1993, one year after her HBS graduation, she returned as a marketing manager responsible for sales forecasting and field marketing. In 1994, she became director of operations for New England with $250 million profit and loss (PL) responsibility for 50 stores. Lewis had 7 direct reports and over 1,000 indirect reports. The stores were underperforming, which she concluded was because of a lack of strong leadership throughout the area: 3 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 400-065 Jeanne Lewis at Staples, Inc. (A) (Abridged) rP os t Going into operations was a real change. I was put in charge of managing people who had all â€Å"been there, done that† for years. They’d started out as merchandise managers making $18,000 and moved up the silo. And then I came in: I’d never run a store, never rung a register, never done any of the things that they valued expertise in. And yet we had a situation where the stores weren’t performing that well, and I had to tell them to make money and grow sales. Lewis went straight to work, made tough choices, and replaced 25 store associates in a 12month period. Her new team set aggressive store standards, launched training programs, and rejuvenated performance. A year later, Lewis became the director of sales for 150 stores on the East Coast. One of her direct reports described his time working with Lewis as a time of professional growth: â€Å"Jeanne’s charm could be disarming. She worked really hard, and her personality motivated you. She tended to manage tightly at first, then loosened the reins. She challenged us a lot, and invited us to challenge each other. † op yo Merchandising Within a year, Lewis was asked to move again, this time into merchandising as vice president and divisional merchandising manager for furniture and decorative supplies, a potentially profitable category. Merchandising was the department responsible for deciding what product to buy, how much to buy, what price to charge, and how to display it in stores and catalog. She now had product-level PL responsibility for $350 million and both direct (three) and indirect (nine) reports. Again, she was an outsider entering a department of people who had a deep experience base and shared background. As one merchant explained, â€Å"We are a different breed, with our own style of rough and tumble. Because we spend so much time negotiating, we are always a bit distrustful, and wary of being cheated. † Lewis explained: No tC The same thing occurred in merchandising as operations. I came into the department that is the heartbeat of a retailer having never bought product, but suddenly I had to manage a group of buyers, somehow create a merchandising strategy, and make this sick category a winner [the division’s sales had been flat in a company where double-digit growth was both common and expected]. And again, there was a vendor community looking at me saying, â€Å"What do you know about buying and negotiating? † And I had a group of buyers who typically had been led by people who had come up through the ranks, while I had none of the technical expertise they placed a premium on. Often when you move to a new functional area, the onus is on the group you’ve just inherited to teach the new manager the ropes. For me, though, it was â€Å"you’ve got to fix it, and fix it fast. † There was no time for the people who reported to me to teach me. Do In short order, Lewis and her team developed a strategy for turning around the department. They replaced over 75% of the product assortment and tripled direct product profitability (DPP). 3 Lewis soon won the respect of her colleagues thanks to her strategic talents and penetrating mind. Her direct reports and peers learned that to influence her, they had to be prepared to get to the heart of a matter and support their position with relevant analyses. One reported that at first impression, he worried that Lewis might be a micro-manager, but he soon realized that she liked to inspire dialogue and debate to ensure that they dug deeply in their decision making. Many found these exchanges intense and more productive in one-on-one interactions, as opposed to group settings. According to her boss, Richard Gentry, executive vice president of merchandising: 3 Although it was common in food retailing, Staples had only recently adopted DPP. With DPP, Staples used computer modeling to calculate the costs and revenues in the distribution system directly attributable to a given product and could thereby measure each stock-keeping unit’s (SKU) contribution to profit. This information could then be used for new product selection, shelf space allocation, and pricing decisions. 4 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Jeanne Lewis at Staples, Inc. (A) (Abridged) 400-065 rP os t Jeanne demonstrated that you can be a good merchant but you could also be strategic and think outside of the four walls. She showed us how to maximize DPP instead of just â€Å"here’s what I sell it at, here’s what I buy it for. † She was the first merchant to look at financials beyond gross margin, to look at what it actually cost to handle a product in the distribution centers, what it cost in terms of the space in the store. I think she was able to influence people and get respect because she had great insight, and she combined it with a great natural personality. Opportunity Knocks (1996) op yo By 1996, Staples was a $3 billion business with over 500 stores (see Exhibit 2 for a partial organizational chart). Although small business remained the core customer, the company had expanded its offerings to meet the needs of mid-sized and large businesses. It was organized into three strategic business units (SBUs): Retail, Contract and Commercial, and International. The Retail Unit consisted of all U. S. stores. The Contract and Commercial Unit consisted of three divisions: Staples Business Advantage, which handled regional mid-sized to large companies; Staples National Advantage, which provided complete, customized solutions for national, multi-location companies; and Staples Direct, a catalog division. The International Division managed all functional areas for all stores in Europe. This structure was designed to encourage ownership and accountability, and each SBU had its own strategic priorities and aggressive quarterly financial objectives. Although each unit relied to greater or lesser extents on the corporate marketing and merchandising departments, they also had their own dedicated marketing and merchandising areas. Newcomers to Staples often found the organizational structure cumbersome and difficult to cope with. As one manager recalled, â€Å"I soon discovered that the many (explicit and implicit) dotted-line reporting relationships were often more important than the solid-line reporting relationships. Thankfully, we are all stockholders, so at the end of the day we are all focused on the same goal. † No tC But it was not easy to maintain the focus across the now over 1,500 corporate and 12,000 store employees. After Staples’ tenth year, Stemberg raised the stakes. If the company was to reach its $10 billion objective by the year 2000, it had to adapt its strategy and culture to transform from being what some executives had called a â€Å"pure operating company†4 to one that was more customer service-oriented with the infrastructure necessary to deliver the scope and scale of services required. A task force was charged to draft a new mission statement to catalyze this transformation, which outlined four areas of continued focus: customers, employees, communication, and execution. In addition, the task force created a Point Team of key managers. Since the top team felt they could no longer rely on proximity to keep up with developments in the company, this Point Team was charged with ensuring the sharing of goals, key information, and alignment on policy issues and decisions. Do Potential merger Then, during the summer of 1996, Staples’ most formidable competitor, Office Depot, stumbled. Office Depot, which had taken under five years to reach $1 billion in sales, was currently out-grossing Staples’ stores by $2. 5 million per store. Until then, Office Depot had been the darling of Wall Street, routinely turning in 30%-40% gains; after a string of a few lesser—but far from bad—quarters, however, analysts began to refer to it as an â€Å"aging growth company. †5 Stemberg seized the opportunity to provide customers with additional savings through economies of scale, and in September 1996, the two companies announced that they would merge. â€Å"Staples, the Office Depot† would be the clear industry leader with $10 billion in annual revenues, 1,100 office supplies superstores, and combined mail-order and contract-stationer divisions. 4 Stemberg, Staples for Success, p. 143. 5 David Altaner, â€Å"Turning the Page on Office Depot; Investors Penciled in Bigger Future for Smaller Staples,† Sun Sentinel, 8 September 1996, p. 1G. 5 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 400-065 Jeanne Lewis at Staples, Inc. (A) (Abridged) rP os t Krasnow, now the only remaining member of the Staples’ founding team, agreed to lead the marketing effort and to play a pivotal role in working through the complicated companywide implementation that lay ahead. Throughout his tenure, Krasnow had taken many temporary assignments outside marketing. He had led new market entries and troubleshot in high stakes situations. He had always returned to marketing, but this time he announced that he would leave Staples in January 1998 to pursue his dream of creating his own entrepreneurial venture. People wondered aloud, â€Å"Who could fill Krasnow’s big shoes? † The company prided itself on promoting from within, and many speculated that Krasnow’s successor would come from within the marketing department; for instance, someone like Bridget Coles, the current vice president of advertising— another HBS graduate who had been with Staples for over seven years. op yo Promotion After careful deliberations, the Point Team concluded that Jeanne Lewis should be offered the position. Although she had spent only limited time in marketing, they were impressed with her track record in taking charge and mastering varied job assignments. She had demonstrated considerable leadership talents, business acumen, and drive. Lewis weighed the pros and cons of this new opportunity. The move to marketing would represent a very different type of challenge, and she would now be responsible for a budget of several hundred million dollars and a staff of 100 people. Despite its strategic significance to the company, she would now occupy a staff position: In my other positions, I got a report card every day that would say I had screwed up and needed to fix it or, hey, we made a good decision and we executed it well. In this job, the report card would be very different. I wouldn’t have a PL, and while I would feel responsible for sales and creative output, it would be much more subjective, and the sales and performance more diffused. No tC I’m not a good example of how to manage your career—I’ve just been willing to raise my hand several times for new opportunities. I’ve taken a lot of what others would perceive to be career risks, which fortunately have worked out. I think Todd’s feeling was that I had proven myself in several different kinds of functional areas and I brought breadth, if not depth, of experience, coupled with the knowledge that I enjoyed operating in a high stress environment. From my perspective, this was the biggest job I’d had. It would require me to learn to deal with the top levels of the organization and across a broader span. Unlike my other jobs, here I think the challenge was replacing the guy who was here before the first store opened, and who had become a bit of a legend. And, in addition, walking into something that wasn’t totally screwed up, but which had lots of opportunity to be made just a little bit better. I would say my operations and merchandising jobs were bridging â€Å"performance† gaps, while this was going to entail bridging an â€Å"opportunity† gap. I was looking to take it to the next level, although what that exactly meant was not entirely clear at the time. Do In October 1996, Stemberg announced that Lewis would join the marketing department as senior vice president of retail marketing and small business. Stemberg and Krasnow explained to Lewis that she would assist Krasnow in the merger initiative and have a year to â€Å"learn the ropes and prepare to take over the marketing responsibility. † While taking her new responsibilities, she would simultaneously remain in her current position in merchandising until her replacement came from Office Depot. Stemberg also announced Coles’s promotion to senior vice president of advertising. Joining the marketing department Lewis began working with the marketing department in her new capacity immediately. Marketing served as both an architect and driver of Staples’ brand, which meant balancing between short- and long-term objectives. On the one hand, marketing â€Å"existed to optimize the agenda† of the three SBUs, which generally tended toward meeting short-term financial goals using promotional tactics. On the other hand, marketing played a pivotal leadership role as the integrator responsible for establishing a strong brand across Staples’ multiple markets and channels, and for building long-term customer loyalty and retention with effective marketing strategy. The 6 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Jeanne Lewis at Staples, Inc. (A) (Abridged) 400-065 rP os t department consisted of two areas: a marketing organization and an in-house advertising agency. The marketing organization developed the marketing strategy to differentiate and build the brand and made the tactical decisions regarding the overall marketing mix (e. g. , television, radio, print, direct mail). The advertising agency was responsible for both the creative and production sides for all of the company’s advertising. The agency also produced the Staples catalog, including creative design. Krasnow, who had brought together a branding review committee to create a brand around the integrated company, asked Lewis to lead the marketing and advertising merger team. Lewis found the work stimulating, but realized she had a steep learning curve to climb, both vis-a-vis her new department and Office Depot, who had what was often described as a â€Å"shoot-‘em-up-cowboy† culture. Lewis decided to take her time to thoroughly assess what she was inheriting: op yo Whenever I go into a leadership role, I want to figure out what is underneath the water I’m swimming in. So I dive down into the details in order to figure out what I’m really dealing with below the surface. I always think of it as kind of a long, slow dive into the detail: control freak, driving everyone crazy, learning about their business, understanding their business, understanding them, and hopefully articulating along the way that I don’t mean to be in the way. And then I come back to the surface which is really where I’m most comfortable. But I only do that when I felt like I know what I’ve got in the way of challenges and opportunities and how strong the team really is. She warned her new staff she would want to â€Å"ride shotgun† with them and ask a lot of questions in order to learn as much as she could from their expertise. She scheduled multiple meetings with each of her direct reports to make sure she understood their particular function and fit within the rest of the department. The director of marketing administration, who had been at Staples since its pre-IPO days, arranged to have her team meet with Lewis on a one-on-one basis as well. No tC As Lewis tried to continually â€Å"take the pulse of the floor,† she began to get some signals that she would need to adapt her style, which had been honed in the more â€Å"rough and tumble,† confrontational worlds of operations and merchandising. She explained, â€Å"The first time I decided to challenge a marketing program, I thought we were going to have some good honest dialogue around it. But the person was just devastated. It was a real eye-opener for me. I realized I needed to shift my style or would have people leaving my office in tears and end up accomplishing nothing. † Wearing two hats and running between the fourth floor (where her office in merchandising was located) and the third floor (where marketing was located) kept life interesting, and Lewis knew her staffs on both floors were finding her less accessible than they would have liked. She did her best to counter this. As one of her direct reports acknowledged, Lewis had â€Å"an open door policy and made an effort to be approachable. Her days were full, but you could pop into her office for anything, even to tell a joke, as long as it was the right time. † One of her new direct reports remarked, â€Å"I saw Jeanne look tired, but I wasn’t surprised, considering the jobs she had to deal with. She always had a smile on her face, and was really positive, even on a bad day. I could go the extra mile for someone like that. † Do By the late spring, it was still unclear when the merger would go through. Krasnow and other executives continued to be embroiled in legal negotiations, which took a toll on the entire organization. As a member of the merger transition team explained: â€Å"An organization of this size— with over 30,000 employees—which is moving this fast, needs clear direction. When you’re driving that race car, you need to know where you’re going, you can’t just be making turns! † Lewis concluded she should no longer juggle two full-time jobs, especially since Krasnow was preoccupied with the merger. In addition, Coles announced that she would be leaving Staples in July for personal reasons. This development further unsettled the department. As one member described, â€Å"Everyone felt a lot of loyalty to the ‘old regime. ’ There was a lot of fear and trepidation around Bridget and Todd both leaving within six months of each other, the fear and insecurity that comes with change. † 7 This document is authorized for use only by Harutyun Gevorgyan at HE OTHER until November 2014. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 400-065 Jeanne Lewis at Staples, Inc. (A) (Abridged) rP os t So, Lewis insisted that her replacement in merchandising be appointed, and in May she moved downstairs into a new office in marketing. Beginning to Move op yo Then, in July 1997, a federal judge ruled in favor of the antitrust challenge. Stemberg announced that Staples was abandoning the merger, but he charged his employees, in true Staples’ fashion, to â€Å"see the positive in the sea of bad news†: to learn the lessons and move forward on them. The Point Team had learned that to maintain a competitive edge, Staples had to intensify its efforts to focus on profitability and to build the business. This meant providing more corporate leadership to assist all departments in getting tighter control over their costs, especially salary and administrative costs (SA), and figuring out how to maximize the use of resources across SBUs. Marketing would continue to differentiate and build the brand. Everything the company did should be consistent with the newly articulated brand statement of â€Å"slashing the cost and hassle of running your office. †6 Lewis wondered if her time to seize the moment had arrived. After 10 months assessing the department, she had a clear understanding of marketing as the brand champion and the key support for other departments. She elaborated: It was our job to think strategically—to keep the other departments honest when it came to long-term growth. We had to find the right balance between hitting the numbers in any given quarter and really growing the customer franchise for the long haul. All the brand-level marketing was really making sure that we were creating a personality and a promise that would drive the right customers into the store by talking about who we were and what we offered, and providing whatever incentives necessary to make sure that the product would sell, and that the customer would come back and buy more. tC Yet, Lewis was convinced that there was a â€Å"firewall† between the two marketing areas. Marketing’s strategy was being developed by the marketing side and handed over to advertising to execute, so neither party was benefiting from the extensive experience and expertise of the other. How could they produce an integrated message unless they did their work more collaboratively? Lewis felt that she could not begin to improve the integration of marketing across merchandising, operations, and the SBUs until her own house was integrated. She remarked: Do No I was amazed that while we had this huge marketing budget that everyone shared, no one knew what the other people were doing. You couldn’t even have that conversation. I remember the first staff meeting that I had them all together, there was lots of feedback I was getting on â€Å"Well, I don’t really know what Marci does, or how Lisa looks at this. † No one really knew the marketing mix, how much we spend on each piece, in relation to the other pieces, either in terms of dollars or objectives. I think you need a group that understands the overall strategic objectives and what we do as a department to support these objectives, even if it’s not within their particular area. I also found them terribly disconnected from the strategic objectives of the other areas—merchandising and operations. The thought I would go home with at night was, if they knew more, then they would do a better job. It sounds so simple. â€Å"Knew more† means if they knew more about each other and the marketing results, and if they knew more about our overall objectives. And then, as you expand that circle of knowledge out to include merchants, operators, Contract and Commercial, and other SBUs, then by the time