Human Resource Management And Best Practice - 880 Words

Human Resource Management and Best Practice Most organizations strive for efficiency because it is one of the best means of achieving higher labour productivity and or sustainability. Increase labour productivity is usually a measure of increase profitability. The changing, complicated, competitive and, global nature of doing business makes it more difficult to achieve these objectives. Organizations have to think and act strategically. Ulrich’s strategic partner model of HRM offers a good blueprint for HR to guide organizations to achieve business objectives (Bratton Gold, 2012, p. 25). Successful organizations have certain policies in common. These â€Å"best practice/best fit† policies make organization effective and profitable and stands out from the competition. Organizations study and try to emulate best practice/fit policies. There is no one size fit all strategic business best practice/best fit policies. HRM professional can aid organizations to select â€Å"best practice/fit policies for profitab ility and or sustainability. HR professionals are usually the most connected to management business decisions, policies and human resources that function within SHRM organizations. Economic alignment, decision making and diffusion are important factors to best practise (Subramony, 2006). HR professional can compare the organization policies to both successful and not so successful companies, especially the competitions, to determine what is being done right and what is beingShow MoreRelatedBest Practises Of Human Resource Management Practices1398 Words   |  6 PagesReview on Best Practises of Human Resource Management Human Resource Management is the process of hiring employees for a particular organization so that they can become a harder worker and valuable for a company. 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Performance Appraisal: 13 Difference between Human Resource Management and Personnel Management 13 Nature of relationsRead MoreHuman Resources, Strategy And Business Ethic1545 Words   |  7 PagesHuman Resources, Strategy and Business Ethic Page Break Introduction The 21st century workplace environment is established on numerous reforms and transformations in different aspects that constitute the management of human resources. Therefore, the human resource departments in different departments have adopted different approaches to managing their employees. In this regard, most businesses and organizations across the globe have adopted different concepts of strategic human resource managementRead MoreHuman Resource Management And Organizational Goals1587 Words   |  7 Pagesmisfortunes in the past two decades, where the best-intentioned human resource processes attempting to align human resource practices with organisational goals have become mismatched. Due to external factors such as globalization, advances in technology and changing views regarding the importance of human resources as a competitive advantage for organisations, the nature of work has been redefined (Horwitz, Heng, Quazi, 2003). This has caused human resource management to be come more than just a function,Read MoreDifferent Approaches For Human Resource Management Essay1517 Words   |  7 Pagesand along with this, the human resource team need to find which strategy could be effective for the organization. There could be two different approaches for human resource managers which are best practices as well as best fit model. The proponent of best practice model state a bundle of human resource policies that include reward system whereas the best fit approaches promotes that, reward system should be aligned to the strategy of the organization. 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Canterbury Tales Essay - Sexuality in The Wife of Bath...

Sexuality in The Wife of Bath and the Pardoner In Geoffrey Chaucer’s The Canterbury Tales, an eclectic mix of people gathers together at Tabard Inn to begin a pilgrimage to Canterbury. In the General Prologue, the readers are introduced to each of these characters. Among the pilgrims are the provocative Wife of Bath and the meek Pardoner. These two characters both demonstrate sexuality, in very different ways. Chaucer uses the Wife and the Pardoner to examine sexuality in the medieval period. The Middle Ages were a time of expanding and experimenting sexually for the people. Religious figures who had taken vows of celibacy had children, sometimes with more than one woman. Even some popes of the time had illicit affairs. However,†¦show more content†¦The nominalists knew that no matter how much abstinence and damnation for sin was preached, there was a certain amount of gray area, and they very much took into account the biblical quote â€Å"Let he who has not sinned cast the first stone.† Chaucer observed the disputes these opposing views created, and shaped the controversy into colorful characters. In the very first lines of The General Prologue, Chaucer is already demonstrating how his work can be read in two ways: nominalistically and realistically. The nominalist, Chaucer’s pilgrim narrator, sees the lines meant to interpret one way, while the realist, Chaucer the poet, interprets the lines another way. Whan that April with his showres soote The droughte of March hath perced to the roote, And bathed every veine in swich licuor, Of which vertu engendred is the flowr; Whan Zephyrus eek with his sweete breeth Inspired hath in every holt and heeth The tendre croppes, and the yonge sonne, Hath in the Ram his halve cours yronne, And smale fowles maken melodye That sleepen al the night with open ye- So priketh him Nature in hir corages- Thanne longen folk to goon on pilgrimages†¦ (1-12) (2) The nominalistic pilgrim sees these lines as representing a new birth (April), baptism and cleansing (water showers), and the breath of Zephyrus as an allusion to the biblical story of Adam and Eve (when God breathed life intoShow MoreRelatedEssay about Chaucers Wife of Bath2474 Words   |  10 PagesChaucers Wife of Bath Before beginning any discussion on Chaucer’s Wife of Bath, one must first recognize that, as critic Elaine Treharne writes, â€Å"Critical response to the Wife of Bath has been as diverse as it has been emotive† (2). Some critics love the Wife of Bath and her controversial prologue, proclaiming that she is a woman of strength and powerful words; others hate her and cover the eyes of younger girls, determined that Wife of Bath is instead a role model of what women should not

Coke Vs. Pepsi Fighting For Foreign Markets November 27, 1995 Introdu Essay Example For Students

Coke Vs. Pepsi: Fighting For Foreign Markets November 27, 1995 Introdu Essay Coke vs. Pepsi: Fighting for Foreign MarketsNovember 27, 1995Introduction The soft-drink battleground has now turned toward new overseas markets. While once the United States, Australia, Japan, and Western Europe were the dominant soft-drink markets, the growth has slowed down dramatically, but they are still important markets for Coca-Cola and Pepsi. However, Eastern Europe, Mexico, China, Saudi Arabia, and India have become the new hot spots. Both Coca-Cola and Pepsi are forming joint bottling ventures in these nations and in other areas where they see growth potential. As we have seen, international marketing can be very complex. Many issues have to be resolved before a company can even consider entering uncharted foreign waters. This becomes very evident as one begins to study the international cola wars. The domestic cola war between Coca-Cola and Pepsi is still raging. However, the two soft-drink giants also recognize that opportunities for growth in many of the mature markets have slowed. Both Coca-Cola, which sold 10 billion cases of soft-drinks in 1992, and Pepsi now find themselves asking, Where will sales of the next 10 billion cases come from? The answer lies in the developing world, where income levels and appetites for Western products are at an all time high.Often, the company that gets into a foreign market first usually dominates that countrys market. Coke patriarch Robert Woodruff realized this 50 years ago and unleashed a brilliant ploy to make Coke the early bird in many of the major foreign markets. At the height of World War II, Woodruff proclaimed that Awherever American boys were fighting, theyd be able to get a By the time Pepsi tried to make its first international pitch in the 50s, Coke had already established its brand name and a powerful distribution network. In the intervening 40 years, many new markets have emerged. In order to profit from these markets, both Coke and Pepsi need to find ways to cut through all of the red tape tha t initially prevents them from conducting business in these markets. This paper seeks to examine these markets and the opportunities and roadblocks that lie within each.Coke and Pepsi in Russia: In 1972, Pepsi signed an agreement with the Soviet Union which made it the first Western product to be sold to consumers in Russia. This was a landmark agreement and gave Pepsi the first-mover advantage. Presently, Pepsi has 23 plants in the former Soviet Union and is the leader in the soft-drink industry in Russia. Pepsi outsells Coca-Cola by 6 to 1 and is seen as a local brand. Also, Pepsi must counter trade its concentrate with Russias Stolichnaya vodka since rubles are not tradable on the world market. However, Pepsi has also had some problems. There has not been an increase in brand loyalty for Pepsi since its advertising blitz in Russia, even though it has produced commercials tailored to the Russian market and has sponsored television concerts. On the positive side, Pepsi may be leadi ng Coca-Cola due to the big difference in price between the two colas. While Pepsi sells for Rb250 (25 cents), Coca-Cola sells for Rb450. For the economy size, Pepsi sells 2 liters for Rb1,300, but Coca-Cola sells 1.5 liters for Rb1,800.Coca-Cola, on the other hand, only moved into Russia 2 years ago and is manufactured locally in Moscow and St. Petersburg under a license. Despite investing $85 million in these two bottling plants, they do not perceive Coca-Cola as a premium brand in the Russian market.Moreover, they see it as a foreign brand in Russia. Lastly, while Coca-Colas bottle and label give it a high-class image, it is unable to capture market share. Coke and Pepsi in Romania: Romania is the second largest central European market after Poland, and this makes it a hot battleground for Coca-Cola and Pepsi. When Pepsi established a bottling plant in Romania in 1965, it became the first U.S. product produced and sold in the region. Pepsi began producing locally during the commu nist period and has recently decided to reorganize and retrain its local staff. Pepsi entered into a joint venture with a local firm, Flora and Quadrant, for its Bucharest plant, and has 5 other factories in Romania. Quadrant leases Pepsi the equipment and handles Pepsis distribution. In addition, Pepsi bought 500 Romanian trucks which are also used for distribution in other countries. Moreover, Pepsi produces its bottles locally through an investment in the glass industry. While the price of Pepsi and Coca-Cola are the same (@15 cents/bottle), some consumers drink Pepsi because Pepsi sent Michael Jackson to Romania for a concert. Another reason for drinking Pepsi is that it is slightly sweeter than Coca-Cola and is more suited for the sweet-toothed Romanians. Lastly, some drink Pepsi because, in the past, only top officials were allowed to drink it, but now everyone can. Coca-Cola only began producing locally in November 1991, but it is outselling all of its competitors. In 1992, C oca-Cola saw an increase in Romania of sales by 99.2% and outsold Pepsi by 6 to 5. While Pepsi preferred to buy its equipment from Romania, Coca-Cola preferred to bring equipment into Romania. Also, Coca-Cola brought 2 bottlers to Romania. One is the Leventis Group, which is privately owned. Coca-Cola has invested almost $25 million into 2 factories. These factories are double the size of the factory Pepsi has in Bucharest. Moreover, Coca-Cola has a partnership with a local company, Ci-Co, in Bucharest and Brasov. Ci-Co has planned an aggressive publicity campaign and has sponsored local sporting and cultural events. Lastly, Romanians drink Coke because it is a powerful western symbol which was once forbidden. Coke and Pepsi in The Czech Republic: The key to success in the Czech Republic is for both Coca-Cola and Pepsi to increase the annual consumption of soft-drinks.Per capita consumption of beer, the national drink in the Czech Republic, exceeds that of soft-drinks by 3 to 1(165 liters of beer per capita of beer versus 50 liters of soft-drinks).Both companies are trying to increase their market share because distribution for both products is no longer as limited as it was in 1989.Coca-Cola and Pepsi face stiff competition from domestic producers, whose products are lower-priced.Because of this, domestic producers have a market share of about 60%.Coca-Cola and Pepsi each have a market share between 10%-25%.Another problem in the Czech Republic is that many people think that Coca-Cola and Pepsi are produced by the same company. Recently, Pepsi opened an office in Prague. Coca-Cola, on the other hand, has been trying to convince local shop owners to stock and circulate its product. The main apprehension may be that the price of Coke is twice the price of locally produced colas and a little higher than Pepsi. Coca-Cola has arrangements with 4 domestic bottling companies and acquired a new plant in 1992 in which it has invested almost $20 million. This may be on e reason why Coca-Cola is closing in on Pepsis lead in the Czech Republic. Coke and Pepsi in Hungary: Traditionally, Pepsi held the lead in Hungary with a strategy of putting the infrastructure in place, upgrading it, and then marketing to the consumer. Pepsi plans to invest $115 million which includes acquiring FAU, an Eastern European bottler. Because of this, Pepsi will have greater control over distribution and quality. In May of 1993, Pepsi introduced Pepsi Light and had outdoor and television advertising blitzes. Coca Cola, on the other hand, introduced Coke Light in the beginning of 1993, but did not mention its product name during the first few weeks of promotional advertising. Coca-Colas strategy was to advertise internationally for Central Europe. Hungarians saw the Always Coca-Cola commercials, along with the rest of the world, in April 1993. In 1992, Coca-Cola lead Pepsi. In addition, Coca-Cola participates in counter trade agreements with Hungary. Coca-Cola trades its c oncentrate for glass bottles which are exported and then sold to bottlers.Coke and Pepsi in Poland:Poland, with a population of 38 million people, is the biggest consumer market in central and eastern Europe. Coca-Cola is closing in on Pepsis lead in this country with 1992 sales of 19.5 million cases versus Pepsis sales of 26.5 million cases. The main problems in this area are the centralized economy, the lack of modern production facilities, a non-convertible local currency, and poor distribution. However, since the zloty is now convertible, Coca-Cola realizes the growth potential in Poland. After Fiat, Coca-Cola is now the second biggest investor in Poland.Coca-Cola has developed an investment plan which includes direct investment and joint ventures/investments with European bottling partners. Its investments may exceed $250 million, and it has completed the infrastructure building. Coca-Cola has divided Poland into 8 regions with strategic sites in each of these areas. Moreover, it has organized a distribution network to make sure its products are widely available. This distribution network, which Coca-Cola has spent a lot of money organizing, is extremely important to challenge Pepsis market share and to maintain a high level of customer service. Also, Coca-Cola, like Pepsi, signed counter trade agreements with Poland. Both trade their concentrate for Polish beer. All of this has helped Coca-Cola to close in on Pepsis lead in Poland. Conclusion on Eastern Europe: Both Coca-Cola and Pepsi are trying to have their colas available in as many locations in Eastern Europe, but at a cost which consumers would be willing to pay. The concepts which are becoming more important in Eastern Europe include color, product attractiveness visibility, and display quality. In addition, availability (meeting local demand by increasing production locally), acceptability (building brand equity), and afford ability (pricing higher than local brands, but adapting to local conditi ons) are the key factors for Eastern Europe. Both companies hope that their western images and brand products will help to boost their sales. Coca-Cola has a universal message and campaign since it feels that Eastern Europe is part of the world and should not be treated differently. Currently, it is difficult to say who is winning the cola wars since the data from the relatively new market research firms focusses on major cities. Pepsi had a commanding 4 to 1 lead in 1992 in the former Soviet Union. Without this area, Coca-Cola has a 17% share versus Pepsis 12% share in the soft drink industry. While both companies have been in Eastern Europe for many years, the main task now is to develop the market. Coca-Cola and Pepsi are in a dogfight, but both will end up as winners. In the end, the ultimate winner will be the Eastern Europeans who will have access to some of the worlds best soft drinks. Coke and Pepsi in Mexico: The Mexican government recently freed the Mexican soft drink mark et from nearly 40 years of price controls in return for a commitment from bottling companies to invest nearly $4.5 billion and create nearly 55,000 jobs over the next 7 years. Naturally, Mexico has become another battleground in the international cola wars. In Mexico, Coca-Cola and Pepsi command 50% and 21% of the market respectively. The cola war is especially hot here because the per capita consumption of Coca-Cola and Pepsi exceeds that of the United States (Murphy, 6). Mexico is the only soft-drink market in the world that can make this claim. The face off in Mexico is between Gemex, the largest Pepsi bottler outside the United States, and Femsa, the beer and soft drink company that owns the largest Coca-Cola franchise in the world. Femsa, however, may be at a disadvantage. Despite being part of the conglomerate Grupo Vista, Femsa lacks financial punch because it plays only a small part in the conglomerates overall interests. The challenge in Mexico is to win market share throug h distribution efficiency (Murphy, 6). With this in mind, each company is undertaking strategic efforts designed to bolster their shares of the Mexican market. Pepsi is moving in on the Coke-dominated Yucatan peninsula while Femsa, the Coca-Cola franchisee, is planning to invest $600 million more for 3 new Coca-Cola plants next door to Gemexs Mexico City facilities. The parent companies have joined the battles as well. Coca-Cola has made a $3 billion long-term commitment to the Mexican market, and Pepsi has countered with a $750 million investment of its own. Coke and Pepsi in China: Coca-Cola originally entered China in 1927, but left in 1949 when the Communists took over the country. In 1979, it returned with a shipment of 30,000 cases from Hong Kong. Pepsi, which only entered China in 1982, is trying to be the leading soft-drink producer in China by the year 2000. Even though Coca-Colas head start in China has given it an edge, there is plenty of room in the country for both comp anies. Currently, Coca-Cola and Pepsi control 15% and 7% of the Chinese soft-drink market respectively. The Chinese market presents unique problems. For example, 2,800 local soft-drink bottlers, many of whom are state-owned, control nearly 75% of the Chinese market. Those bottlers located in remote areas have virtual monopolies (The Economist, 67). The battle for China will take place in the interior regions. These areas are unpenetrated as most of the foreign soft-drink producers have set up in the booming coastal cities. Chinas high transportation and distribution costs mean that plants must be located close to their markets. Otherwise, in a country of Chinas size, Coca-Cola and Pepsi risk pricing their products as luxury items. In China, it is easier and politically safer to expand through joint ventures with local bottlers. It is expected that, in China, the company that wins the cola war will win based on the locations of their bottling plants and the quality of the partners th ey choose (The Economist, 67). Coca-Cola is bottled at 13 sites across China; five of these are state-owned. Also, Coca-Cola owns 2 concentrate plants in China. By 1996, Coca-Cola and its joint venture partners will have invested nearly $500 million in China. Pepsi is planning a $350 million expansion plan that will add 10 new plants. Both companies are ploughing profits straight back into expansion. They reason that any returns will not come until the next century. Coke and Pepsi in Sandia Arabia: In Saudi Arabia, Pepsi is the market leader and has been for nearly a generation. Part of this is due to the absence of its arch-rival, Coca-Cola. For nearly 25 years, Coke has been exiled from the desert kingdom. Coca-Colas presence in Israel meant that it was subject to an Arab boycott. Because of this, Pepsi has an 80% share of the $1 billion Saudi soft-drink market. Saudi Arabia is Pepsis third largest foreign market, after Mexico and Canada (The Economist, 86). In 1993, almost 7% of Pepsi-Cola Internationals sales came from Saudi Arabia alone. The environment in Saudi Arabia makes the country very conducive to soft-drink sales:alcohol is banned, the climate is hot and dry, the population is growing at 3.5% a year, and the Saudis oil-based wealth make it the most valuable market in the Middle East (The Economist, 86).Coca-Cola, long known as red Pepsi, has finally started to fight back. The battle for Saudi Arabia actually began 6 years ago, when the Arab boycott collapsed and Coca-Cola began to make inroads into the Gulf, Egypt, Lebanon, and Jordan. The start of the Gulf War, however, temporarily stunted Coca-Colas growth in the region. Pepsis 5 Saudi factories worked 24 hours a day to keep the troops refreshed. The most significant blow to Coca-Colas return to the desert, however, came at the end of the war, when General Norman Schwarzkopf was shown signing the cease-fire with a can of diet Pepsi in his hand. Coca-Cola aims to control 35% of the Saudi market b y the year 2000.Coca-Cola, which plans to pour over $100 million into the Saudi market, is focusing on marketing to get there. Recently, it shipped some 20,000 red coolers into Saudi Arabia over the last 9 months. Also, Coca-Cola put $1 million into sponsoring the Saudi World Cup soccer team. This alone has doubled Coca-Colas market share to almost 15%. Americas Reynolds Company is among the investors looking to cash in on Coca-Colas return to Saudi Arabia. The company is among the investors in a new factory which, by 1996, will be producing 1.2 billion Coca-Cola cans per year. This equates to nearly 100 cans for every Saudi in the country. Pepsi, trying to fight off the Coca-Cola onslaught, has responded with deep discounting. Coke and Pepsi in India: Coca-Cola controlled the Indian market until 1977, when the Janata Party beat the Congress Party of then Prime Minister Indira Gandhi. To punish Coca-Colas principal bottler, a Congress Party stalwart and longtime Gandhi supporter, th e Janata government demanded that Coca-Cola transfer its syrup formula to an Indian subsidiary (Chakravarty, 43). Coca-Cola balked and withdrew from the country. India, now left without both Coca-Cola and Pepsi, became a protected market. In the meantime, Indias two largest soft-drink producers have gotten rich and lazy while controlling 80% of the Indian market. These domestic producers have little incentive to expand their plants or develop the countrys potentially enormous market (Chakravarty, 43). Some analysts reason that the Indian market may be more lucrative than the Chinese market. India has 850 million potential customers, 150 million of whom comprise the middle class, with disposable income to spend on cars, VCRs, and computers. The Indian middle class is growing at 10% per year. To obtain the license for India, Pepsi had to export $5 of locally-made products for every $1 of materials it imported, and it had to agree to help the Indian government to initiate a second agri cultural revolution. Pepsi has also had to take on Indian partners. In the end, all parties involved seem to come out ahead: Pepsi gains access to a potentially enormous market; Indian bottlers will get to serve a market that is expanding rapidly because of competition; and the Indian consumer benefits from the competition from abroad and will pay lower prices. Even before the first bottle of Pepsi hit the shelves, local soft drink manufacturers increased the size of their bottles by 25% without raising costs.Conclusion: The new battleground for the cola wars is in the developing markets of Eastern Europe (Russia, Romania, The Czech Republic, Hungary, and Poland), Mexico, China, Saudi Arabia, and India. With Coca-Colas and Pepsis investments in these countries, not only will they increase their sales worldwide, but they will also help to build up these economies. These long-term commitments by both companies will raise the level of competition and efficiency, and at the same time, b ring value to the distribution and production systems of these countries. Many issues need to be overcome before a company can begin to produce its goods in a foreign country. These issues include political, social, economic, operational, and environmental topics which must be addressed. When companies like Coca-Cola and Pepsi effectively analyze and solve these problems to everyones liking, new foreign markets can translate into lucrative opportunities in the long run. Works Cited A red line in the sand, Economist, October 1, 1994, p. 86. Chakravarty, Subrata N. How Pepsi broke into India, Forbes, November 27, 1989, pp. 43-44. Clifford, Mark. How Coke Excels, Far Eastern Economic Review, December 30, 1993- January 6, 1994, p. 39. Coke v Pepsi, The Economist, January 29, 1994, pp. 67-68. DeNitto, Emily. Pepsi, Coke think international for future growth, Advertising Age, October 3, 1994, p. 44. Murphy, Helen. Cola war erupts in Mexico, Corporate Finance, May 1993, pp. 6-7. Quelch, J ohn A., Erich Joachimsthaler, and Jose Luis Nueno, After the Wall: Marketing Guidelines for Eastern Europe, Sloan Management Review, Winter 1991, pp. 82-93. Selling in Russia: The march on Moscow, The Economist, March 10, 1995, pp. 65-66. Stevens, Clifford. Soft drink wars: Pepsi vs Coke, Central European, July/August 1993, pp. 29-35. Winters, Patricia and Scott Hume. Pepsi, Coke: Art of deal-making, Advertising Age, February 19, 1990, p. 45. Kuntz 13 Chinese Pottery Essay

Compare And Contrast Argumentative Essay Example For Students

Compare And Contrast Argumentative Essay Raymond Chandlers The Big Sleep and Sir Arthur Conan Doyles The Sign of Four both detective novels have interesting characters and spectacular settings and environments. Each of the books has there own properties and some parts are very similar to each other. In The Big Sleep most of the characters are tough or crooked and in some cases both. In the Sign of Four the setting is more formal and the characters. The Language of these two books is very much different. In Chandlers The Big Sleep the language is American and involves a lot of slang. It contains many words that are influenced by the time and place. One such example when Marlowe says, The fag gave you one, in chapter seventeen. This is different to today and we would not here this term as it is considered politically incorrect. This language seems more realistic to the world today because there is a lot of slang and informal language that we use. An example of this is where the phrase You Son of a Bitch is used on page 217. In Conan Doyles The Sign of the Four the language is English and is very proper, sophisticated and elegant. It uses phrases like tremendous and bon vivant. This is also affected by the setting. It is set in London, England in the upper middle class and Holmes is shown as a very formal character. Therefore the language helps to suggest the setting of the book. The setting or environment on a detective novel is of crucial importance. The environment in all detective novels is always thought of as being the main contributor towards atmosphere. In these two novels, it is particularly noticeable. In these two books the setting is in two different places, London, England amongst formal society which is described as murky, eerie and ghostlike, and Los Angeles, USA in the corrupt streets of crime that is described as being very rainy and dull weathered for example hard wet rain rain filled the gutters. They seem however to be alike in many ways. They conform to the form to the pattern of many detective novels. One of the similarities the two books is the weather. Both authors describe the weather as being very dull and constantly raining. This adds to the atmosphere as well because the dull weather almost seems to represents the crime-ridden life in the two different cities. For example, if the weather was sunny and bright then we would think the book was bound to have a happy plot and theme. When we see the description of rain hitting the pavement and thunder booming, then we immediately think of ill deeds. Another aspect that is similar to weather is the time of day in which action happens. In both books most of the action and the crimes occur and are set at night in the shadows. This is more noticeable in Conan Doyles The Sign of Four than in The Big Sleep. Nearly the entire book is set in the slums of London in the dark. Another likeness between the two atmospheres is the mystery and the twists in the plot. There are many of these. It seems that behind every face and every corner there is a new twist. In The Sign of Four every character is shrouded in mystery and the book is a succession of unveilings and twists. For instance when they meet the prize fighter working for Sholto we find out that Holmes used to box and has a reputation for it as well. .ua6a10d4bf160f678ddd364a4ce741046 , .ua6a10d4bf160f678ddd364a4ce741046 .postImageUrl , .ua6a10d4bf160f678ddd364a4ce741046 .centered-text-area { min-height: 80px; position: relative; } .ua6a10d4bf160f678ddd364a4ce741046 , .ua6a10d4bf160f678ddd364a4ce741046:hover , .ua6a10d4bf160f678ddd364a4ce741046:visited , .ua6a10d4bf160f678ddd364a4ce741046:active { border:0!important; } .ua6a10d4bf160f678ddd364a4ce741046 .clearfix:after { content: ""; display: table; clear: both; } .ua6a10d4bf160f678ddd364a4ce741046 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ua6a10d4bf160f678ddd364a4ce741046:active , .ua6a10d4bf160f678ddd364a4ce741046:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ua6a10d4bf160f678ddd364a4ce741046 .centered-text-area { width: 100%; position: relative ; } .ua6a10d4bf160f678ddd364a4ce741046 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ua6a10d4bf160f678ddd364a4ce741046 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ua6a10d4bf160f678ddd364a4ce741046 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ua6a10d4bf160f678ddd364a4ce741046:hover .ctaButton { background-color: #34495E!important; } .ua6a10d4bf160f678ddd364a4ce741046 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ua6a10d4bf160f678ddd364a4ce741046 .ua6a10d4bf160f678ddd364a4ce741046-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ua6a10d4bf160f678ddd364a4ce741046:after { content: ""; display: block; clear: both; } READ: To James Joyce, the author of the Dubliners, Dublin was a city trapped by its place in history EssayIn The Big Sleep the different murders and the involvement of Carmen and Vivian all add an exciting twist.  Similar to mystery and twists is the suspense in novels. In both the suspense is very taught and realistic. The books both draw you into the plot and make you feel as though you are witnessing the happenings and crimes. By vividly describing the setting and happenings and character emotion.