Macbeth as Tragic Hero of Shakespeare's Macbeth
Is Macbeth the tragic hero of the play "Macbeth?" This question may seem to
be redundant; however, not all of Shakespeare's Tragedies are named after their
tragic heroes. For example, Julius Caesar is not the tragic hero of "Julius
Caesar." A tragic hero must conform to a set of characteristics which evolved
all the way from ancient to medieval times. Macbeth conforms to these
characteristics and is the tragic hero of "Macbeth."
The death of an ordinary person in Medieval times was not considered tragic.
This idea was based on the notion of "fall". If a peasant died, his death meant
very little because he had not far to fall. In other words, a peasant did not
have much of a life to lose. However, if a king or noble were to die, his death
would be a very long fall, since to the Medieval mind, he had a great deal to
lose. Macbeth is a very important person. He is a cousin to the king of
Scotland. He is the highest ranking noble, the thane of Cawdor and Glamis, and a
general of the Scottish army. He also becomes the king of Scotland later in the
play. Despite his status, he has a character defect.
A tragic hero must have a character flaw. This character flaw causes him
to make an error in judgment, "a mistaken act," which leads to his downfall.
Because Macbeth is ambitious, he wants to become king. In order to take over the
throne, he kills Duncan, and thus commits his terrible crime, and eventually is
punished.
The tragic hero must deserve his fate. He must not simply make a mistake,
like stepping off a curb in front of a moving vehicle. He must commit some
terrible crime for which he is punished. People of the Elizabethan Period were
well aware of the problems created when kings are murdered. The Fifteenth
Century was a period of almost constant ruinous civil war in England. The dire
consequences of this act are a constant theme in Shakespeare's plays. According
to the medieval Theory of Divine Right, God appoints the king, thus Macbeth
committed a religious crime when he kills the king.
Macbeth is a brave general who fights for his country Scotland, defeating the King of Norway. He is loyal to his king Duncan, but Macbeth has ambition to take over the kingdom for himself. He has lots of doubts of if he is doing the right thing, but still murders Duncan and then Banquo who is another general who fought with Macbeth. These murders and guilt about his treason are leading Macbeth to become insane. This essay shows that although Macbeth’s strong desire for power is influenced by the three witches in the play and also the planning and ambition of his wife Lady Macbeth, in the end he is responsible for his self-destruction.
... thing while being in the right time on the right place. Everything else is the history. Many stories were told about Dell. Dell was most famous for its customized products which they sold directly to customers. This strategy worked for some period, however to capture bigger market share Dell had to return to the retailers. Michael Dell is one of the biggest asset Dell has. His enthusiasm and hard work build a multibillion dollar company. He has promising outlook for the IT market and always make strategic decisions. Therefore Dell at the beginning made strategic decision to sell in the stores to capture market share, then they decided to sell directly to customers to avoid retailer margins, however, at the end they returned to retailers to capture market share again. Although these strategies contrasted each other, they were right strategies for the right time.
American Apparel’s retail stores are usually located in life style streets of local folk who look for the basics rather than the fancy midtown sites. also, the stores are located in college towns such as Gainesville, Fla., and East Lansing, Mich., home to the University of Florida and Michigan State University. It’s because of the company’s target market that is young urbanites who see themselves as unique instead of as part of a generic, main-stream fashion culture.
This investigation will analyse responses to death in medieval religious culture. Relationships with death arguably varied between social classes, making it difficult to assert a generalised response to death. Death was commonplace amongst peasants and therefore few sources document it. Responses to death can be inferred by sermons, which were influential to the beliefs of lower classes. The nobility on the other hand, provided accounts of deaths and from these sources responses can be asserted. Similarly, it is difficult to assert a general definition of death as in the medieval period the concept of death was multidimensional. Death was both physical and spiritual to medieval religious culture. Additionally, medieval religious culture was diverse. This investigation will approach these problems by utilising specific religious sources, for both lower and upper classes and analysing their content to decipher whether responses to death were characterised by fear.
One of the oldest and most prominent issues that mankind has faced throughout history is that of their own mortality. In every society mankind has wrestled with the inevitable problem of their eventual death, and literature often reflects each society’s take on their mortality. For instance one of the most pronounced motifs in the epic poem Beowulf is the impending doom that each and every character knows will eventually come for them. This is most clearly illustrated by the protagonist himself in his dialogue with other characters. It is also perpetuated by the compelling need for glory and renown that many of the characters continuously search for. Lastly, the issue of mortality is presented by the preeminence of the history of the clans
Being an upscale industry, Abercrombie and Fitch would appear to be a successful corporation. Although the company was once successful for a number of years, it’s apparent that there has been a significant decline in its overall appeal and how much revenue the company acquires each year. With just over 1,000 retail stores in the U.S., Canada, and Europe, Abercrombie and Fitch has thrived to be one of the most avid corporate extensions.
A contract between Abercrombie & Fitch and PBS Real Estate has already been signed. Indeed, “Abercrombie & Fitch has retained PBS Real Estate, LLC (PBS Real Estate), and its Principal Laura Pomerantz, as exclusive European and United Kingdom real estate consultant to identify locations that best support the Abercrombie & Fitch brand attributes.” (Abercrombie & Fitch, 2007)
In the textbook, “International Retailing” by Brenda Sternquist, the company focus on the company Zara, shows the company overview from the beginning when the brand started in Spain. The study describes the company’s international expansion, business systems, production, and distribution within the U.S. markets. Zara is part of a parent company called, Inditex Group which is centralized in Spain. At first, Zara started as a lingerie company and quickly expanded into three sectors of fashion as a women’s, men’s and children’s fashion brand. Zara takes pride in their private label, which keeps their brand image high and keeps advertisement costs low, which also drive their company profit margin. They also depend on the fast turn around in the products to keep their stores efficient and exclusive. Zara’s turn around time, a total of three weeks, keeps their customers motivated to shop in their stores often to get the trendiest and newest fashions. They have limited new items on their shelves and sell out within two days, which create exclusivity to customers and low amounts of markdowns or discounts on their items. Zara keeps a centralized distribution system and make about 10,000 items per year. Zara’s international expansion began in 1988 when they first opened a store in Portugal and used a strategy of expanding one store per country each year. During expansion, Zara really focused on opening flagship stores in major cities before expanding into nearby and smaller cities. All Zara stores in Spain are wholly owned stores, but the company has also incorporated joint ventures and franchises in specific countries such as Russia and China for parts of their expansion to enter markets. Currently, Zara is in 60 countries with ...
The Spanish fashion firm has 183 stores and franchises in 17 different countries distributed by Europe, Asia, Middle East and Latin America, and it expects to expand in new markets. (EuropaPress, 2014).
Speaking about the business model of Dell, it has ability to remain on the higher end of the scale for a particular time period. Dell has business model, which primarily focuses on direct selling line of attack. It in a straight line supplies the PCs to the regulars. It does not believe in intermediary, retailers for the business practices. Undeniably, this gives them an edge to serve customer well. Nevertheless, it understood the importance of retailers and start offering products on the premises of retailers, such as Wal-Mart, Sam’s Club and so on. Next, Dell administration is certain of the exclusive business of PCs. As time goes on, however, observing the
Dell Inc. has realized that the most efficient path to the customer is through a direct relationship, with no intermediaries to add confusion and cost. With the power of their direct model and their team of talented people, they are able to provide to their customers high-quality, relevant technology, customized systems, superior service and support and products and services that are easy to buy and use.
The William Shakespeare play ³Macbeth,² depicted Macbeth as a loyal subject of King Duncan and his homeland of Scotland. Duncan was so pleased with Macbeth¹s actions during the war that he was named the Thane of Cawdor, a title not far from king. Soon after, he wrote a letter to his wife that would make his future blood stained. Macbeth told her about the possibility of becoming king and in-turn hooked her on the idea. She then did everything in her power to give Macbeth the crown of Scotland.
Historically, personal computer companies produced most of the components for a computer which they assembled into their final products and distributed to resellers. The manufacturing of these components was vertically integrated into the organisation. Dell, as a small start-up, could not build this infrastructure. Instead, they developed a model where they developed relationships with organisations that could provide these components, allowing Dell to focus on selling and delivering computers. By selling directly to customers, initially through mail orders and later by using the internet, Dell avoided reseller mark-up. Dell also enabled customers to order customised computers, which Dell then assembled after receiving the order (Magretta, 1998, p.73-74). “Customers got exactly the computer they wanted and Dell saved money making the computers only when they were ordered” (Hill & Seggewiss, 2008)....
Dell's strengths were oriented around listening to the customers, responding to the customers, and delivering what the customer wanted. The direct relationship was first through telephone calls, then through face-to-face interactions, and now through the internet. It has enabled them to benefit from real-time input from real customers regarding products and future products they would like to see developed. The company also doesn't use reseller or retail channels because every computer is built-to-order, which allows less inventory. The direct model allows them to take the pulse of whatever market and provide the right technology for the right customers.
Dell’s initial competitive strategy, when it was founded in 1984 by Michael Dell, was to focus mainly on differentiation. Its strategy was to sell customised personal computer systems directly to customers, which was a rapidly emerging market at that time (1). This was done by targeting second-time customers, those that already understand computers and know what they wanted. Meanwhile other companies at the time was selling “’plain brown wrapper’ computers” (2). By offering customisations, Dell gained a better understanding of customers’ needs and wants. This helped the organisation position itself differently against the more popular brands, such as Compaq and IBM.