The Benetton group

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Founded in 165, the Benetton Group started with limited resources that necessitated the strategy that ultimately resulted in rapid international growth. Since the beginning, Benetton concentrated on devoting its skills to the design and manufacture of quality clothing instead of providing direct consumer retailing. Benetton established a competitive advantage by establishing its brand as the best-known Italian apparel manufacturer, concentrating mainly on fashion-conscious young consumers from their mid teens through mid thirties.

Since almost 85% of its production is subcontracted to approximately 500 contractors both in Italy and abroad, and most retail stores are independently owned, Benetton does not have direct managerial control over production and sales operations. Additionally, Benetton's in-house operations and manufacturing partners are largely centralized in Italy (as much as 8% of core manufactured products were produced in Italy), making them susceptible to exchange rate fluctuations.

On the retail side, Benetton utilizes contracted agents working on commission to establish and support retail outlets. The entrepreneurial agency system helped Benetton to rapidly expand their retail network, and thus, push more Benetton products. However, the agency system does not provide the operational support to retail stores found in centrally controlled retail competitors, like The Gap, and cannot enforce any commonality in layout, stocking, or dcor from store to store. Additionally, the compensation structure for agents only encourages sales. There is little direct incentive to share best practices with other agents in different territories, to share business intelligence with Benetton, or to devote resources to helping build the Benetton brands. In other words, the agency system encourages the 'free-rider' effect.

It is recommended that Benetton alter its strategy in four steps to defend its core markets, and to prepare itself for future global expansion into new markets. In other words, Benetton needs to achieve globalization for its long-term growth, and to achieve production efficiencies to compete, but must first address structural problems in its current core markets.

The drawbacks in the current retail system of independent retailers being identified, established, and supported by agents working on commission were discussed earlier. It is recommended that Benetton's first operational change is to begin transitioning retailer support in-house, in order to provide better service to retail outlets, to provide more control over retail representation of the Benetton brands, and to reduce the free rider effect. Direct control of retail support will also yield better demand forecasting for Benetton, by allowing more influence over the product mix ordered by retailers. Benetton estimates that filling the role of the agents will require 500 people worldwide. Given sales of $1.7 billion in 1 (Exhibit 5 of the case), a 4% commission means that Benetton can afford to spend $16,000 per year for each of the 500 new employees necessary to fill the agent role with no impact on expenses, which appears reasonable. Additionally, extrapolating a ratio of agents to stores from the data given for the United States (six agents supporting 65 stores) yields an estimate of 141 people necessary to service all 6,11 stores worldwide. This assumes that one Benetton employee fills the role of one agent, but if this assumption is true, it appears that Benetton's estimate of 500 people is quite liberal.

As a second step, it is recommended that Benetton establish more flagship stores under direct corporate control. At a negligible cost of $500,000 per store, Benetton can double the number of flagship stores in large commercial centers of cosmopolitan cities for a total cost of $17,500,000, or approximately 1% of 1 sales. These flagship stores serve not only as high-volume retail outlets, but also provide Benetton with a directly controlled channel to exhibit its brand image, and to test out new ideas, promotions, and marketing concepts. The concept of taking over all 6,11 retail outlets in order to mimic the model of The Gap and The Limited was rejected for several reasons. Cost of over $600 million (approximately 6,000 stores at a conservative estimate of $100,000 acquisition cost each) is certainly a consideration, but the fact that Benetton has never concentrated on large-scale worldwide retail operations seems to be a recipe for failure. Additionally, Benetton's profit/sales ratio of 7.6% exceeds that of The Limited, and is roughly equivalent to The Gap, meaning that Benetton is not missing out on large profit margins from owning and operating their own retail establishments. By comparison, Nike's profit to sales ratio of .% validates their strategy to stay away from large-scale retail operations. By expanding its stable of flagship stores, Benetton will enjoy the same benefits that competitors get from retail outlets that mirror the brand's image, without the administrative burden, cost of capital, lack of flexibility, and lack of fit for Benetton to operate all 6,000 locations.

Michael Porter stated, "The role of the domestic nation seems to be as strong, or stronger, than ever. While the globalization of competition should lessen the importance of the nation, it does actually increase this importance… The domestic platform is where the competitive advantages of the firm are created and maintained" . This view is applicable in the case of Benetton, and defines the logic behind the third recommended strategic initiative. Benetton is a global firm with footprint in 10 countries, but its operational and strategic roots are still deeply grounded in Northeast Italy, as illustrated in Appendix 1. Benetton possesses a significant competitive advantage with its domestic elements centralized design, production and distribution. Additionally, the European market accounts for upwards of 80% of Benetton's total sales (in both volume and revenue, Exhibit 6 of the case), with the Italian domestic market consuming approximately 0% (Exhibit 7 of the case), making it the largest national market. Benetton derives a great deal of its brand identity from its European design and production, as demonstrated by its investment in Formula 1 auto racing and high-concept advertising campaigns. Benetton does not want to risk the retailer and customer backlash in Europe that it experienced in Japan in reaction to imported garments. In order to preserve this brand identity advantage in its largest market, Benetton should strive to achieve lower overall production cost for the same high quality output to maintain its competitive advantage. Integrating retail support into Benetton will aid in this effort, by making demand more predictable, as will the plan to reduce the number of product line items available. Additionally, Benetton should continue to invest in its "local" elements, by developing new technologies for better design processes, more cost-efficient and flexible manufacturing processes, and distribution systems that can speed fulfillment. But the key for Benetton retaining its current European market position is the high product quality and the flexibility to quickly respond to customer demand afforded by its partnerships with local subcontractors. Casting these longtime partners aside would not only remove Benetton's flexibility in production, but could prove detrimental to product quality and brand image.

Pursuing a strategy of investing in European capacity and capability does not address the exchange rate fluctuations that led to pricing difficulties in the North American market (see Appendix for regression analysis demonstrating relationship between exchange rate and unit sales), resulting in drastic declines in number of stores and product volumes. However, because currency fluctuations are short term economic concerns, it is not recommended that Benetton radically revamp its strategy and operations to address what may be a

In order to grow, Benetton also needs to initiate a long-term strategy to be "more global" after it secures its European market. Benetton already has a global sales network with more than 6000 stores in 10 countries. However, Benetton's next step should include expansion of its sales network and its production capability to other markets. Benetton has tried this approach in Japan and U.S. in the past. It had mixed results in Japan (established more than 600 retail stores but little profit due to high production cost and increasing emphasis on value among Japanese consumers) and failure in U.S. market (due to currency fluctuations and the shortcomings of the agency system). These experiences should not dissuade Benetton from expanding into China. With 0% to 40% lower production cost and 00 million prospective consumers, China is an irresistible market for Benetton in worldwide expansion. Initially, China will be able to consume all domestic production, given that in order to achieve most efficient production, a plant in China must produce at least 4 million garments. By comparison, the North American market consumed just over 4 million garments in 14, with a market of approximately one-third the size. This strategy will enable Benetton to not only develop a new market to sell its products, but can also look in the longer term to produce products for markets outside of China. With its longer lead times but lower costs, Benetton can elect to transition production of select high volume "base" stock products (products ordered at the beginning of the season) to China for export as capacity is increased. Because of cultural and business differences, Benetton must find a well-established Chinese garment manufacturer with whom to form a joint venture (a Stage venture) as the first step in its entry into China. While the Chinese partner will provide labor, manufacturing facilities, and a distribution system, Benetton will provide technology on cost and quality control, product design, and marketing.

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Business management

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The Relationship Between Critical Thinking & Decision Making

There is a unique relationship between critical thinking and decision making. I would first like to introduce you to the definitions of the two terms that I have found through some sources from the internet. First, critical thinking is defined as the process of purposeful self-regulatory judgment. In one article I found they had a definition as generated per an expert consensus that stated "We understand critical thinking to be purposeful, self-regulatory judgment which results in interpretation, analysis, evaluation, and inference, as well as explanation of the evidential, conceptual, methodological, criteriological, or contextual considerations

upon which that judgment is based." (Facione, 18, pg.14) Now the definition of decision making is the cognitive process of reaching a decision.

The material in this course defines the two terms as follows. The first being critical thinking as a definition of "awareness of a set of interrelated critical questions, ability to ask and answer critical questions at appropriate

times, and the desire to actively use the critical questions." (Browne, Keeley, McCall, Kaplan, 001, pg.) The material also defines decision making as the process in which one must make a decision based on the information at hand. Now from these two terms I would say that I believe that critical thinking is the ability to come up with a solution to a long term problem. I think decision making is the process in which you must decide on a course of action for a current problem or issue that must be decided immediately.

The relationship between these two terms is both terms both involve making a decision. Most businesses are faced with issues on a daily and long term basis and good management must use these two methods in order to keep the organization running effectively. By using critical thinking your making a decision by analyzing a situation to come up with a solution and using the decision making process to finalize the solution. However, with decision making you are making a single decision based on an individual problem versus an overall problem. This leads me to believe that the benefits, of being a critical thinker helps an individual become a stronger manager. If an individual can look at all the aspects of a decision before making it they will have a better chance of making the correct decision to generate the solution to the problem.

In my current job at Nuconsteel we are utilizing both of these processes everyday. We have currently gone through a re-organization which is still in progress. Once a month a group of managers will get together and work on details on how we are going to fix organizational problems of increased sales and limited resources. We have generated more sales than expected and are experiencing more growth. At this stage the group of managers must use critical thinking because the decisions that we make will directly influence the outcome of the company's ability to operate in the market place. This takes the actions and critical thinking of many people to come up with solutions to this problem. On the other hand we have to make decisions daily on smaller issues that are either a yes or no answer. These decisions will fall under the decision making process because they are quick fast solution given to a straight forward problem that has to be addressed. Most of these decisions are instruction based in order for the employees to continue on with their task to accomplish the work that they are given. Many issues arise in deciding whether we will estimate certain types of construction projects and provide engineering solutions for problems we have with current projects. I believe that I am a critical thinker and decision maker because many times I have to do both processes. Due to the nature of our business I must make many quick decisions on construction projects. On the other hand I have to come up with solutions in which will help us maximize the resources we have currently with manpower and production to accomplish the overall goal of the organization. The decisions must be well thought out before implementing since they can have a great impact on how productive the group I manage operates. In order to be a successful manager one must be able to be both a critical thinker and decision maker.

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Film review - run lola run

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'Run Lola Run' 18th August 0

If you're the type of person who likes being kept on the edge of your seat and glued to the cinema screen… then 'Run Lola Run' is the movie for you. This captivating movie has more twists then a lifetime, with the use of extraordinary techniques and visual effects this movie is brought to life. German director Tom Tykwer spins three "what if" segments, each time with the same basic story line but with different outcomes, leaving the viewers perhaps with the choice of how the film ends…tragedy or happily.

In 'Run Lola Run' time becomes a matter of life and death, as today is unlike any other day. Manni (Moritz Bleibtreu) who is a small time courier for a big time gangster is working a standard pick up/drop off job, when things don't go exactly to plan. Manni's girlfriend Lola (Franka Potente) was meant to pick Manni up, but was late due to her moped being stolen. One stroke of bad luck leads to another, and by the time Manni calls Lola he is in a massive dilemma. Manni's boss is meeting him in 0 minutes to collect the 100 000 marks off him, that Manni suddenly doesn't have. Lola's desperate plan Find money somehow, somewhere In 0 minutes… "Run Lola Run".

The visual effects and flashbacks in the movie are what make 'Run Lola Run' such a fascinating movie. Time is a crucial factor as there are always clocks present throughout the film. There are clocks that swing back and fourth across the screen, with the camera tilting upwards and we plunge into a gaping hole- as if swallowed by time.

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At the start of the movie Lola is running, and is in a cartoon effect. This use of animation shows the true effect of a game-like movie, which seems to be Tykwer's main technique in the movie. Games can be played over and over again; if you lose you can always try again. Tykwer's hypothesis was "If film is like a game, then why not give Lola a second chance, or a third, as in this movies case". As an accomplished cinematic stylist director Tom Tykwer doles out some magnificent film tricks that keep the story going and the audience's interest up.

One of the most moving effects used in the movie is when Lola collides into all soughts of different people and then shows droll and nasty fast forwards of those people's lives. During these fast forwards he gives us, in 10 seconds a series of shots that depict each person's entire subsequent life, often to a hilarious effect. Such as the bank employee who is perceived as a sensible and quiet young woman, when actually this isn't the case, as the fast forwards reveal shocking and exotic bedroom action.

Another well produced visual effect in the film 'Run Lola Run' was the significance of the color red. Red is the symbol of Lola's passionate love, Lolas phone is red, so is the bag with the money. The ambulance that runs over Manni is red, Lolas hair is bright red, and there are red lights featured in the film. But the true significance of the color red is Manni and Lolas love for each other, as when Lola and Manni are about to die, the screen fades to red. Lola is the player who must counteract the forces set against her winning the game. Camera angles and split frames show that these two are a pair, emotionally and visually.

The most amazing thing about 'Run Lola Run' is that so much depth and action has been managed in a mere 80 minutes. What's so incredible about the film is the intelligence that Tykwer brings to the script. As Lola repeats her attempts at securing the money she passes the same people and the same places but at a slightly different time, these few seconds making all the difference to the outcome of the subsequent events. The different outcomes touch on some heavyweight themes but Tykwer wisely leaves them to float around, rather then forcing them upon us.

No description of 'Run Lola Run', no matter the depth, can convey its true impact when viewing it on a cinema screen. 'Run Lola Run' will leave you out of breath and wishing it wasn't over so quickly. It's a suitable balance between those annoying films which require you to spend all of your time thinking instead of watching, and those brainless blockbusters. 'Run Lola Run' is a romantic action film without the explosions.

With its extensive amount of thrills and fun, this is one film that you definitely cannot miss!!

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Classroom Management

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Good classroom management is essential in a classroom. The way a teacher manages the classroom will effect the pupil's behaviour and thus, will reflect on their work. Good management draws from a teacher's craft, will reduce misbehaviour and teacher stress, and provide both teacher and pupils with a supportive and pleasant environment in which to work. In an influential report known as the Elton Report (Moritimore et al) it is defined that to promote good behaviour teachers must accentuate the positive and focus on people. In Llangoed, they adopted a form of behaviour policy that involves the whole school operating on a reward system that was to encourage good behaviour. For any outstanding work, that a pupil or group produced, they would then be awarded with a star which was then recorded on a score sheet displayed on the classroom wall. This form of reward system provided each class with an incentive to work well. Each class would 'crown' a pupil who had gained the most stars at the end of the week, and in return for his/ her good behaviour will be allowed a treat or privilege. This system was operated at a shared understanding amongst the staff and pupils. Parents also co-operated, as they were kept well informed of their child's progress in school. This system worked as a form of promoting good behaviour, and due to the way all parties involved co-operated. As a student teacher I quickly learnt that good classroom management, depends upon much more than just punishing bad behaviour.

Driving all attention away form bad behaviour and focusing on the good as practised in Llangoed is known as 'Behaviour Modification'. Although it is a successful way of promoting good behaviour, carries many disadvantages and dangers. For example it has been proven such a successful and powerful technique of behaviour modification, that it can be used to modify behaviour in order to suit the teacher in question. Psychologists who criticise this method regard the reward system as a form of bribery. Successful modification might improve behaviour, but it may also help to conceal a cognitive or emotional problem, or cover up an impoverished curriculum.

As a teacher it is important to find the root of a problem, to find the cause of misbehaviour instead of assuming it is the fault of the pupil in question. Sometimes the fault can be found on the teacher as much as the pupil. I quickly learnt that motivation and enjoyment plays an enormous part in how a pupil will behave in a lesson. Making school interesting is essential. From my experience, if a pupil is not enjoying the lesson, they will become bored and restless, and then this boredom may fast become bad or disruptive behaviour. For example, pupil A was a hardworking pupil with above average attainment. When confronted with a challenging task, pupil A would go about his work in and complete the task without drawing attention to himself. I presented the class with some graph work, which revised past work already covered by a previous teacher. Pupil A had already grasped this work, and felt that he did not need to revise the work again. He was bored by the task, believing it was repetitive and unchallenging. As a result of his boredom, pupil A begun to misbehave by drawing attention to himself, talking whilst I was presenting the work, fidgeting and bothering other pupils. This became a regular occurrence throughout my teaching practice when pupil A found the work wasn't enjoyable or challenging enough. Of course the same may happen if the work is too difficult for the pupil. This is a point made by Cohen et al. It is important to consider differentiation when preparing work in order to have stimulating challenging material for all different attainment levels in the class.

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It is important to be clear and interesting in the classroom presentation, otherwise there is a risk of the pupil not listening, and consequently, will not understand work. Having been monitored on one occasion, I was advised to vary the pitch of my voice when talking to the class, to incorporate facial expressions, and to bring in some jokes to the lesson. I accepted this advice, and saw a dramatic change in the response from the pupils. I believe that by doing this I made the subject seem more interesting, and varying my voice and prevented minds from wondering to a more interesting subject. Again, this highlights a point made by Cohen et al, that motivation; praise and enjoyment play an important part in classroom management. I felt that praise was a very effective form of increasing motivation, not just in one pupil, but in their peers also. When a pupil knows that they have done well, they have more pride in their own work and want to beat their 'personal best'. This may also bring out the competitive nature of their peers. It is important to recognise relative as well as absolute success. Each pupil is an individual, and I found that valuing the best work of each individual instead of the best work from the class as a whole, provided a great deal of intrinsic motivation.

I received some work from a pupil that was outstanding. I asked that pupil to read his work out for the rest of the class to hear. My reasons were twofold, in that I expected this to give the pupils motivation to work towards this standard, and also to give an example of the layout I expected. This also held another effect. The public recognition of good work made pupils work hard on the understanding that if their work reached a high standard they too will be able to read it back to the class. This increased their self-esteem, noted once again in Cohen et al. However the reverse of this would not work. To ask a pupil to read out a poor piece of work as an example of 'how not to do it' would insult the pupil and lead to humiliation, I expect this would have the reverse effect.

The environment in the classroom is extremely important. I found when if I felt nervous or apprehensive, it would reflect on the pupils' performance. The best work was always produced when I was relaxed and confident with the material I was introducing to the class. Politeness with the pupils not only sets a good example, but also breeds a good working relationship amongst pupil and teacher, and also pupil and pupil. Remembering to say 'please' or 'thank-you' to a pupil goes a long way and encourages mutual respect. When the pupils know that they are valued, they will work to sustain high opinion the teacher holds. Being friendly and human and showing interest in the pupils' lives help to develop a good relationship with each individual, something I found of enormous value.

Setting clear rules in the classroom is extremely important. I found it difficult to set rules in the classroom, as they sometimes clashed with those set by the class teacher. I found that some of the established class rules did not work for me, and when I tried to alter them it did not work. For example, when pupils had worked hard, they were permitted to work in the quiet room, which was situated some distance away from the classroom. Pupils expected the same rule to be in force when I was teaching. However, when pupils were not under my supervision, they tended to misbehave. This obviously was not the case for their class teacher, but posed a problem for me, as I was a student teacher who holds less authority. It is important to establish rules from the very onset; otherwise pupils tend to use this to their advantage, as they did with me.

The physical environment of the classroom will always have an effect on the way the pupils conduct themselves. I personally felt that there were too few tables in the classroom, and the pupils tended to be squashed together when working. This made the pupils feel clostophobic, and they often became frustrated with the lack of space. This disrupted the pupils when they were working. I also felt that the open plan on the classroom posed a problem for me. In the absence of having a door as a physical boundary, the children tended to wonder, and found it quite easy to leave the classroom when my attention was engaged with another pupil or activity. Of course, this also draws upon the importance of constant monitoring of behaviour as well as work, and also refraining form turning your back on a classroom of children. Peters defines this as being 'Out there' with the classroom instead of being 'involved in their own musings', something which I will carry with me on my next teaching practice.

I learnt valuable things at Ysgol Llangoed. With regards to misbehaviour, I quickly learnt that shouting at pupils who misbehave does not work. It would be naive of me to assume that a teacher should never raise his/her voice. But to keep ones voice at a high volume will encourage the pupils to mimic the volume, and the consequences will lead to uncontrollable noise. I discovered that merely making eye contact would have just as much of an effect to refocus the pupils' attention. Some points outlined by Cohen et al help guide a teacher to deal with minor misbehaviour. The physical closeness of a teacher can have the same effect as eye contact. Asking the pupil if they have a question to ask will let them know that you have noticed they are not on task. Non verbal gestures speak volumes. Raising eyebrows, shaking the head, and clicking fingers will all draw the pupil's attention, and make them aware that the teacher has noticed their misbehaviour. Whatsmore, these methods eliminate minor misbehaviour without disrupting the rest of the classroom.

The forms of behaviour management examined are known as positive discipline (Cohen et al). They rely on interpersonal skills and promote good behaviour instead of punishing bad. Punitive schools were found to promote poor behaviour (Galvin, Costa and Mercia). Providing children with a positive environment in which to work, and as already discussed, will have a direct effect on their behaviour, and education.

1.Cohen, Manion & Morrison (16) A Guide to Teaching Practice Routlidge, London

.Galvin, Costa & Mercia Building a Better Behaved School in Cohen Manion & Morrison (16) A Guide to Teaching Practice Routlidge, London

.Mortimore et al The Elton Report in Cohen, Manion & Morrison (16) A Guide to Teaching Practice Routlidge, London

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People and their false judgements

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People and Their False Judgments

People seem to make judgments on certain issues by just one observation. In today's society many people think that teenagers are slackers and they hate to work. This observation is of course by the older generation. I believe that this belief is wrong

cause the majority of teenagers are working and trying to make money. In regards to me and work I have been working since the day I turned fourteen. I have always worked because I believe you can never have enough money. By working I can buy anything I

nt without relying on my parents for money. Plus work gives you responsibility by being to work on time and doing your job to the best of your ability. I understand why some teenagers don't want to work because they want to party and hang out with their

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riends. But what is hanging out with your friends if you do not have any money to spend. Another observation people make is on what teenagers wear. People think that if a person wears all black then you are for some reason a devil worshipper. When in fa

the person could just like the color black. Another example is say if a person is always dressed up or always dressed to impress people might think you are stuck up and too good for anybody else. One last example of how people judge others based on app

rance is say if you meet some one and they are all shy people might think they are too good to talk to you. I don't understand how people judge other people because of their appearance. People are just used to judging different people by their stereotyp

. These events have changed me by this old saying I have learned from my family; You can't judge a book by it's cover. Which means you need to get to know a person before passing judgments on the visual appearance. So either if your cultural experiences

re by what you wear or by the adjustments you had to make in a different country, everybody is equal and the same in some way when it all comes down to it. So far someone to say that teenagers are slackers is just wrong since the majority of teenagers a

eager to work and do work when ever they get a chance to.

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The Murder of Roger Ackroyd

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Writing a novel is a very respectable and honorable achievement. But writing a novel that has captured the hearts of millions while creating so much commotion within the literary world; has created a whole new genre of writing on its own. In this level one can find the works such as The Odyssey or The Iliad, but on top of the list, one can find The Murder of Roger Ackroyd by Agatha Christie. This novel has within it so many aspects of prose literature that most authors couldn't incorporate them into any of their writings. It is agreed that Caroline G. Heart's review of the novel is nothing short of a clear-cut evaluation of this notable piece of literature.

One of the factors that Christie incorporates into this novel was the unique way that shepresents the clues to solve the murder. The uniqueness about the clues is when read for the first time; they were taken in a different context. For example, on page 41, "Ackroyd was sitting as I had left him in the arm chair before the fire." Upon first reading the novel, the reader assumes that Dr. Sheppard (the one who said the quote) said this literally, for before he went home, Dr. Sheppard and Mr. Ackroyd were conversing in front of the fire. When the doctor left, Ackroyd was still sitting in the chair in front of the fire place the way Sheppard had left him when he decides to go home. Seeming irrelevant to the murder unless read in a different context and perspective. At the end of the novel, after countless of false accusations, the reader learns that Dr. Sheppard is the murderer. When reading the line over again, one incorporates the new information to create a whole new perspective on the situation, turning this sentence into one of the most noticeable clues.

More over is the controversial yet astonishing ending of the novel. The way that the book ends is with the detective uncovering the murderer, but to the reader's surprise, the murderer was the least expected character, Dr. Shepard. The reason as to why this ending is so "touchy" is because of the time period the novel was written in and because of the dogmatic rules that authors had to abide by in write those novels. One of these rules is that the murderer cannot be the narrator. Yet Agatha Christie shatters this rule with glee. The surprise ending is what made this novel. To further illustrate, all novels have the clues, the murderer, the suspect, the characters, and the setting, but what makes a good mystery novel is its ending. No one expects the narrator to be the murderer! With this gutsy ending Christie truly showed her talent and love for writing hence holding a spot as one of the best mystery stories in everyone's heart.

The final reason to support Carolyn G. Heart's review is the development and the life-like characteristics exhibited by one of the main characters, Hercule Poirot. The former detective has certain characteristic traits that are so life-like, that most anyone can relate to in some form or other. The one trait that stands out the most is Poirot's "self-passion." Self passion in this sense can de defined as one's thinking he/she is more cultured than everyone else. To illustrate, throughout the novel Hercule Poirot is always mentioning his superior knowledge by saying, "Nothing escapes Poirot," or "Poirot knows all." These concise quotes portray a very broad character trait, "Self Passion." Now, what makes Hercule so realistic is that every person who reads this novel is able to connect him to someone that the individual knows in his/her own life. This ability on Christie's side; enabling people to relate the fictional characters in the story to actual people in real life, creates a certain bond between the book and the reader. Very few books are able to perform such a phenomena, consequently making this novel number one in many people's hearts.

Agatha's extraordinary talent of writing is seen time and time again especially in The Murder of Roger Ackroyd. By slyly encrypting the clues with the double edged sword of context reading, the astonishing ending, and the ability to create life-like characteristics for the characters, Agatha truly has created a masterpiece that deserves every bit of admiration and reverence that crosses its path. So by crossing the fictional qualities of life and the intrigue of mysteries, The Murder of Roger Ackroyd is born, a novel that will never be forgotten.

Please note that this sample paper on The Murder of Roger Ackroyd is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on The Murder of Roger Ackroyd, we are here to assist you. Your cheap custom college paper on The Murder of Roger Ackroyd will be written from scratch, so you do not have to worry about its originality.

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