Anne Frank The Play Vs Anne Frank The Movie Comparison University Essay Example

In class, we had the opportunity to watch “Anne Frank” the movie, and a while back we heard the play. The “Anne Frank” play was very similar to the “Anne Frank” movie, but they also had some differences which made them different from each other. For example, by watching the movie, we hear that the characters’ lines are practically the same as to the characters’ lines in the play, this in fact is a very big similarity. In my opinion, the movie was better because you could actually see whats going on, and not like the play were I have to use my imagination to picture what is going on.

The movie was also better because its differences to the play made it a little bit more enjoyable. Some of the differences that took place were that in the movie, Anne’s best friend was Sanne. In the play, her best friend was Jopie de Waal. In the play, Anne call her father ‘pim’, were in the movie she does not. In the movie, Mrs. Van Daan argues with Mr. Van Daan about the fact that he isn’t a great husband, she says Mr Frank would be a better husband to her, then, in a flash, kisses Mr. Frank. In the play Mrs. Van Daan argues with her husband, but does not kiss Mr. Frank.

Also a very big difference occurred in the movie which was that when a thieve comes to rob in the office, he steals a typewriter, he leaves, but another night he returns with special tools to open the safe, he is working, but soon hears a noise upstairs because Peter had chased his cat and tripped on some pots. In the story the thieve comes, but steals a radio and he only comes once; the noise he hears is from Peter’s fall for trying to turn off the light. Besides differences, there was also similarities between both the play and the movie. The similarities that occurred include that the play and the movie both started out the same way, Mr. Frank comes back from the concentration camp arriving in the office that includes the Secret Annex were Miep and Mr. Kraler accompanied him and show him Anne’s diary, and then begins to tell the story of their life in hiding, which is actually what Anne tells in her diary.

The movie and the play also end the same, Mr. Frank is reading the last page of Anne’s diary, they are all in silence and the play/movie ends. There are many things that are the same, but one main similarity that occurred was that Anne and Peter both fell in love with each other towards the end. The thing that did not happened in the play though, as that Peter and Anne both kissed. If they were to make a live performance of “The Diary of Anne Frank”, it would be much harder than making the movie. I say this because for a live performance, you would have to go through the hard work of making a set and for every scene, a curtain would have to come down. Then all the work of moving the set behind the curtains would also have to take place. Also, in some scenes, like when they want to show the things that happen at the same time, would be hard because some of the things that happen at the same time, occur in different rooms.

Making the movie would be much easier because a camera can show pretty much everything that they need to show. In conclusion, the play and the movie were practically the same, not too many differences occurred, but there were some. In my opinion, these differences between the play and the movie were good to have or else it would be just like seeing the movie twice. The comparison between the similarities and differences were a few, but the movie still turned out good. The ‘Anne Frank’ play and the ‘Anne Frank’ movie both had differences that made them both different, but yet they were similar in many, many ways.

Patagonia Case Study

1) Balancing Commitment to Business with Commitment to Environment A key issue facing management was balancing the company’s desire for environmentalism with its existence as a for-profit business. The idea of running a for-profit business implies operating at the lowest cost, growing as rapidly as financially feasible, and maximizing returns to financial stockholders ( I think it should be stockholder since it is financial return). A commitment to the environment can raise costs and hurt margins because environmentally-friendly policies are not the most financially savvy.

This issue is important because Patagonia’s entire brand and business is associated with preserving the environment. Externally, this gave Patagonia a competitive advantage because of the brand loyalty it developed. The company had an unusually strong commitment to the environment – so much so that management was willing to internally implement a slow growth policy in order to promote a more environmentally-sustainable business model. Beyond simply slowing growth, the company undertook several energy-efficiency and recycling initiatives for its customer service center and retail stores. ) Attracting Younger Demographic without Alienating Existing Aging Customer Base Patagonia’s existing customer base rose in median age to approximately 44 years old in 2002. Externally, this proved to be a significant strategic issue because competition brands like Columbia and North Face were able to attract younger demographics, which represented a significant source of future income. Internally, the company has been strategically opposed to using its resources for chasing fads and fashion trends – for fear of losing credibility and diluting brand. So far, it focused on “classic” designs, with minimal pursuit of fashion trends.

In addition, chasing fads creates a tension in the company’s operations because of its very slow turnaround time for product development. Average development of a complete product line took a year and a half – which is double the industry standard. 3) Maintaining Quality while reducing Turnaround Time and Costs Patagonia experienced a tension between achieving high-quality and low-turnaround times. Externally, competitors in the industry were more agile (half the turnaround time) in catering to consumer demand, which represented a significant strategic issue.

Internally, Patagonia’s inefficient sourcing process (collaborating with only a few suppliers of raw materials) led to lengthy lead times– up to four months. These long lead times contributed to the long overall turnaround time. Some executives believed that high turnaround times were costing the company up to 20% in potential revenue. Patagonia also experienced a tension between maintaining high-quality while lowering procurement costs. Internally, management relied on long-term relationships with a few key fabric manufacturers – usually a single contractor per garment.

Many of the products required very specialized equipment and were ordered in quantities too small to justify additional suppliers. This contributed its high procurement costs. Recommendations to the Manager Balancing Commitment to Business with Commitment to Environment Patagonia should maintain its strong dedication to the environment while balancing its business interests. Its brand is closely tied to environmentalism, thus contributing to a loyal customer base that can weather industry cycles.

We recommend several implementation actions: 1)Continue donating the higher of 10% of profit or 1% of revenue to environmental non-profit organizations. As we believe that focusing these funds towards organizations that are directly related to Patagonia’s business – Yosemite National Park rock climbing organizations, skiing organizations for underprivileged children, camping initiatives, boy scouts, girl scout cookies. 2)Continue promoting energy efficiency and recycling measures in its operations.

Since 1991, Patagonia began a comprehensive Environmental Review Process to examine all the methods and materials used to produce the company’s clothing. This is practice enables Patagonia to make decisions with positive environmental effects. Attracting Younger Demographic without Alienating Existing Aging Customer Base Patagonia has refrained from focusing on attracting the next generation customer for fear of diluting the brand and chasing fashion trends. We recommend that Patagonia explore the opportunity to either: 1)Create a subsidiary and a new brand that tailors specifically the “dirtbag” customer in the ages of 21-30. )Create a new product line that appeals to the previously mentioned demographic. In order to avoid cannibalization of sales, Patagonia should ensure that the new line has that same “dirtbag” ethos but should just appeal to the younger generation. Patagonia should then focus on transitioning the younger generation’s demand into the classic style as they get older.

– For example, the products should maintain all the functionality of the Patagonia system (Capilene base layer, Synchilla over that and breathable outerwear on top) but there is a perceived style difference between the two product lines. ) Maintaining Quality while reducing Turnaround Time and Costs 1) In order to reduce costs, Patagonia should enter into agreements with more suppliers to allow for more competitive bidding for supplier contracts. 2) In order to cut down on turnaround time, Patagonia can outsource fabric development and reduce time spent collaborating with fabric makers. 3) Patagonia should expand their quality testing facilities in order to maintain quality. Due to the increase of suppliers, the necessity for quality control procedures would increase as well requiring the company to be able to test sample products and provide feedback at quicker rates. ) Evaluate Patagonia’s strategy Patagonia’s strategy is focused on designing, developing, marketing, and selling high-quality outdoors wear at premium prices. Patagonia is known for developing new material and design, and the company’s strategy has been to compete on innovation rather than on cost. The company employs a flat organization structure and creates a working environment of self-management that their employees enjoy being a part of , which effectively promote the culture of innovation . The unifying theme of the company is sustainability, integrity and quality.

The company does things different than other traditional organization which makes it a successful company. It strives to maintain strong environmental commitments as well as “Ironclad” product quality. Patagonia maintains an image of the outdoorsman, the vagabond and the wilderness over the corporate. It does this by sticking to stringent environmental policies including donating the higher of 1% of revenue or 10% of net profit to over 300 environmental organizations. Patagonia also used its tri-yearly catalog that features world-class outdoor photography to build its brand image. Do we need to add something about the marketing strategy? Unique market strategy to communicate with consumers: At the product level, to communicate specific features and benefits of each of its products; at the brand level, “Committed to the Core”, which is commitment to the soul of the sport, to an uncommon culture, to environmental activism, and to clean design. ) 2) How important to Patagonia’s strategy is its environmental position? Patagonia’s environmental position is the keystone to its overarching strategy.

Everything the company does centers around maintaining environmentally friendly business policies. Patagonia even maintains a slow business growth because growth, according to the founder, is bad for the environment. The company uses organic materials, relies heavily on recycled materials, and uses energy-efficient lighting, rooftop mirrors to track the sun and other sustainable products in its normal business operations. The company’s unwavering resolve to its environmental position may have even reached the point where it is detrimental to business.

According to the case, Patagonia executives believed that the company’s internal process changes to increase sustainability have no effect on customers’ willingness to pay for the company’s merchandise. Patagonia’s level of dedication to its environmental position not only adds no additional sales, but inhibits growth as well. 3) How fast can Patagonia grow? How fast should it grow? Founder, Chouinard, believes that Patagonia is akin to a three-star Michelin restaurant. The restaurant has spent the past twenty years working to get that third star.

It would make no sense to open it up to just about anyone. The quality, price and environmental premium consumers associate with Patagonia is part of what differentiates the brand. If the company grows too fast, it risks diluting its brand. Patagonia should grow at a pace that allows it to keep the heir of exclusivity that surrounds its brand. The company should avoid selling to high end retailers (Macy’s, Nordstroms) like its competitor Northface. Rather to maintain brand purity, Patagonia, should continue distributing to specialty stores, sell through its catalog and website.

Patagonia should recognize the growing middle class in emerging markets like China and India. These growing constituencies command enough capital to purchase premium priced items. Similar to the Japanese consumer, these other Asian markets idealize the American “California” culture. Patagonia can use this as one of their main differentiation strategies when attempting to penetrate these emerging markets. 4) How would Patagonia’s strategy differ is the company were publicly held? Patagonia would not be able to pursue its current strategy if it were publicly held.

No manager within the company would be able to implement a slow or no growth strategy. Shareholders would demand strong growth and earnings per share each year. Patagonia could lose much of the exclusivity that has held its growth in check for many years. Patagonia would be pressured to achieve greater operational efficiency. This would include selling its products to retailers and using less expensive fabrics, and open more much more stores instead of only two to four retail stores per year now.

In order to grow into a new market quickly, the company might compromise its integrity or lower the level of quality. Currently, Patagonia competes against itself, holds its own standard, not looking outside in term of matching competitors. However, if it were public company, it would definitely change its strategy considering compete with other competitors. Relationships with manufacturers would become much more short term, with bidding between vendors on who could supply the best price.

Shareholders would demand faster turnaround times for product development, possibly lowering the quality of the workmanship or designs. To cater to the younger crowd, the company would be pressured into chasing fads and the latest fashion trends. This would drive short term growth but it remains to be seen how catering to customers beyond the company’s traditional “dirtbags” would affect Patagonia’s long term brand equity. (Also, the company does not have any debt now. It were public company, it would borrow debt to finance its growth and enjoy tax shield benefit. )

Literary Elements In The Story Of An Hour

In her short story, “The Story of an Hour,” Kate Chopin utilizes a range of literary elements to effectively communicate her narrative and uncover the underlying themes. Among the numerous literary devices employed in this tale, irony stands out as the most prominent. Irony is consistently interwoven throughout the story and ultimately leads to a tragic and ironic conclusion.

The utilization of literary elements is crucial in this story as it ensures cohesiveness, comprehension, and engagement. Without these elements, the narrative would lack unity and become uninteresting and perplexing. They contribute to the story’s unpredictability and ultimate resolution. Removing irony from the plot would render the story pointless with a predictable and unexciting ending.

The only element that brought a touch of liveliness to this story was its surprising ending. Without that ironic conclusion, this would have been a tedious read spanning two pages. The narrative centers on Mrs. Mallard, a woman who is informed about her husband’s tragic death in a train accident by her sister Josephine and her husband’s friend Richards. Mrs. Mallard, who has a heart condition, collapses into a chair and enters a contemplative state upon receiving the news.

She is experiencing a mix of emotions, unsure whether to be happy or sad. Her conflicting feelings stem from feeling liberated yet also devastated. Despite him not being the ideal spouse, she cannot envision life without him. While gazing outside, she admires the splendor of nature and reflects on the upcoming changes in her life. Just outside her home, she notices the trees’ crowns gently moving with the energy of spring (Chopin 659). This part of the narrative emphasizes her appreciation for nature and excitement for the approaching spring season.

Symbolically, the spring life represents her liberated existence without her husband. Therefore, her recognition of the spring life illustrates her realization that she now leads a completely independent and tranquil life. Without this symbolism, readers would interpret her observation of the positive aspects of her life, including the arrival of the new weather, as merely a sign of her distress. By utilizing symbolism, this section of the short story takes on an entirely different perspective.

The text subtly conveys that the protagonist is coming to the realization that she now has a fulfilled and liberated life without her spouse. It implies that the husband was not a satisfactory partner and her feelings toward him were not genuine. Those who were unaware of the symbolic representation perceived her as deeply distraught and gazing outwards, while in reality, she is content and observant of her newfound existence. These elements serve to unveil hidden interpretations and create contrasting perspectives on the narrative. In just the opening sentence, Kate Chopin discloses two crucial aspects of the story.

According to Robert Evan’s article, “Literary Contexts in Short Stories: Kate Chopin’s The Story of an Hour,” the attention-grabbing opening sentence of the short story serves a crucial purpose. With stylistic efficiency, Kate Chopin introduces Mrs. Louise Mallard (the central character) and two important plot details (Louise’s heart condition and her husband’s recent death). The reference to Louise’s “heart trouble” in the opening sentence becomes even more meaningful and ironic as the story unfolds (Evans). Additionally, there is another ironic significance to the first line: the news of her husband’s death is delivered gently to her, but it ends up causing her downfall and concluding the story (Chopin 659).

The care taken by Louise’s sister Josephine in gently breaking the news of Mr. Mallard’s death to Louise is ironic. This contrasts with the sudden revelation that occurs at the end of the story and is ironic in light of Louise’s subsequent reaction to the news. The story highlights life’s expectancy and unpredictability, teaching the lesson that anything can happen to anyone at any time. If Richards had taken more time to verify the accuracy of the report, the story would have unfolded differently. The scene in which Louise sits in her room, staring out the window, describes the nature outside – patches of blue sky amidst clouds stacked in the west facing her window (Chopin 659).

According to Evan, the clouds in Louise’s life represent temporary darkness, while patches of blue symbolize new opportunities. The section that includes the mixed imagery of “patches of blue sky showing here and there through the clouds” subtly portrays a complex and ambiguous tone (Evans). Despite Louise’s temporary gloominess, it suggests the potential for new beginnings. The story’s concealed symbolism reveals the genuine emotions and meanings behind her experiences.

It is uncertain if he was a good husband, but it is clear that he was not bad as she feels sad. However, her feelings towards him have changed and she envisions a future filled with freedom. Despite her sorrow and grieving, eventually she will begin a new and happier journey. Josephine’s plea for Louise to open the door arose from concern for her weak heart (Chopin 660). The irony lies in the fact that Louise is actually experiencing joy and embracing the prospect of having her life to herself.

Josephine believes that Louise is becoming ill, but in reality, Louise is actually feeling great and is noticing the positive aspects of life. In Salina Jamil’s article, “Emotions in the Story of an Hour,” she discusses the true emotions that Louise experiences throughout the story, as opposed to what others think she is feeling. Now that her emotions are no longer suppressed, Louise pays attention to the sounds, scents, and colors of the natural world, which in turn teach her about the sounds, scents, and colors within her own soul (Jamil 217).

The various natural objects serve as symbols to convey the author’s fresh emotions and sentiments towards her lively new life, which is now exclusively hers. Similar to how nature rejuvenates after winter, Louise’s feelings also come alive again after a long period of being confined within a patriarchal marriage (Jamil 218). Essentially, she implies that their marital relationship can be symbolized by winter. During this season, nature fades away and loses its vibrancy. Similarly, over time in their marriage, her love for him diminished and she no longer experienced the same affection.

Spring is a season of new beginnings, symbolizing the rejuvenation of life after the cold winter. Just like spring, she experiences a rebirth after the supposed death of her relationship, blossoming with happiness and vibrant colors. The symbolism used in this context exposes the reality of their marriage, both completing it and unraveling its true nature. Though temporarily saddened by this traumatic event, she secretly celebrates the freedom that awaits her in the future. It’s possible that Louise is so overwhelmed with joy that tears of happiness escape her when she envisions what lies ahead.

When she and her sister descend those steps, she is overcome with joy, rather than sadness and despair. This is why she is deeply affected when she witnesses her husband entering through the front door. However, instead of succumbing to depression, it is her weak heart that ultimately takes her life – not from sadness, but from overwhelming happiness. Seeing him causes her heart to sink into her stomach, making her feel physically ill as her dreams for the future are now shattered. It is the ironic twist in this narrative that unveils its unpredictability and captivates the reader’s attention.

Analyzing the symbolism and literary elements in the text enables us to uncover the protagonist’s genuine emotions, thereby diminishing the impact of romance and sentimentality. Irony pervades every aspect of the story, leading us towards its ultimate conclusion. Interpreting the symbolism and metaphors exposes her true sense of fulfillment.

The viewpoint of this text would be different if one does not recognize the literary elements, leading them to perceive it as another melodrama. As noted in Williams’ article, “Diverse Responses to Kate Chopin’s: the Story of an Hour,” reader-response critics may have varying reactions based on different audiences (Williams 97). Irony is the main literary element employed throughout the text, evident from the first line to the last. In the presence of doctors, the cause of death is determined as heart disease arising from overwhelming joy (Chopin 660).

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