Sponsorship generates significant marketing advantage for the sponsor Literature review

Sponsorship generates significant marketing advantage for the sponsor while it provides strong financial base for the events success - Literature review Example It is often regarded as brand messaging application that communicates standard messages across non-traditional as well as traditional media. Various promotional techniques are encompassed within this approach so as to deliver appropriate messages to end customers. Through this integrated platform a synergy is established amongst all communication channels. The concept of integrated marketing communications was originally framed by American Association of Advertising. Promotional measures which are incorporated by a firm helps to achieve set marketing campaign objectives. IMC can also be stated as a framework that defines wide array of marketing strategic roles such as advertising, public relations, sales promotions, etc. In modern world apart from maintaining desired level of quality in products or services it is also essential to enhance clarity in brand messages. The diverse set of techniques when effectively combined with communications plan enhances consistency, impact and overal l clarity. IMC or integrated marketing communication has evolved due to some shifts. The shift has occurred from low accountability, traditional, mass media to a high accountability, specialized and interactive media. In all form of business activities integration is an essential component. For instance in marketing activities, integration enables business stakeholders to work in coordination with one another. The benefits of this innovative approach can be further determined on basis of search marketing, accessibility and convenience, aggregation of information and services, social media and mobile growth. There are different marketing communication tools and sponsorship is to be focused on in this study. In present scenario sponsorship is not only beneficial for sponsors in terms of spreading brand awareness but even serves as a strong financial base for the events taking place. It is an advertising tool that is implemented in order to bring in

Sustainable Management Futures Essay Example | Topics and Well Written Essays - 3000 words - 7

Sustainable Management Futures - Essay Example Hence, there was considerable opposition from developers of the resort as the scenic splendour The company can adopt the policy of maximum pollution, which can be evaded under the law of South Carolina, in order to maximise the company’s revenues as well as create adequate job opportunities in the concerned area. Then again, this policy will affect aesthetic quality of the environment and hamper business of the resorts in Hilton Head by way of attracting lesser visitors (Taylor, 2011). Long-term effects of pollution are very hard to determine and BASF’s past experiences in other countries, where they had polluted rivers, did not help them with a buoyant feeling. As a result, development of the factory had become more of a moral issue than a business one. In order to solve the moral issue, the researcher proposes that the BASF’s manager had three options. He can either build the factory with the least pollution control or maximise the pollution control or further still, he can choose to not build the factory at all. The first option will yield a tolerable amount of water pollution, huge company profits, satisfied shareholders and extremely antagonistic resort developers as well as greater employment opportunities. The second option, on the other hand, would yield low profits for the company, unsatisfied shareholders, minimal pollution, welcoming developers and high costs incurred so as to implement pollution control measures. The third option would have approval of the developers, yield no profits, incur costs so as to search for a new location and also disappoint the local residents who were in support of the industrialisation. The best course of action in such a case would be to weigh all the options, analyse the environment and organisational benefits and come up with the best possible or optimal solution that would benefit all. Both the manager and the company were confronted with a number of duties and obligations. The organisation management

Summary of the Civil War Essay Example for Free

Summary of the Civil War Essay Fought 1861-1865, the American Civil War was the result of decades of sectional tensions between the North and South. Focused on slavery and states rights, these issues came to a head following the election of Abraham Lincoln in 1860. Over the next several months eleven southern states seceded and formed the Confederate States of America. During the first two years of the war, Southern troops won numerous victories but saw their fortunes turn after losses at Gettysburg and Vicksburg in 1863. From then on, Northern forces worked to conqueror the South, forcing them to surrender in April 1865. Causes Secession: The roots of the Civil War can be traced to increasing differences between North and South and their growing divergence as the 19th century progressed. Chief among the issues were expansion of slavery into the territories, the Souths declining political power, states rights, and the retention of slavery. Though these issues had existed for decades, they exploded in 1860 following the election of Abraham Lincoln who was against the spread of slavery. As the result of his election, South Carolina, Alabama, Georgia, Louisiana, and Texas seceded from the Union. Fort Sumter First Bull Run: On April 12, 1861, the war began hen the South opened fire on Fort forcing its surrender. In response to the attack, President Lincoln called for 75,000 volunteers to suppress the rebellion. While Northern states responded quickly, Virginia, North Carolina, Tennessee, and Arkansas refused, opting to join the Confederacy instead. Union forces commanded began marching south to take the rebel capital of Richmond. On the 21st, they met a Confederate army near Manassas and were defeated. War in the East, 1862-1863: Following the defeat at Bull Run, Gen. In early 1862, they shifted the army south to attack Richmond. He was defeated and forced to retreat after the Seven Days Battles. The rise of Robert E. Lee to the command of Confederate forces in the East. Shortly thereafter, a second Union army was defeated by Lee at the Second Battle of Bull Run. Lee began to move north into Maryland. McClellan was sent to intercept and met Lee at Antietam. Despite having a larger force and knowledge of Lees positions, McClellan was overcautious and failed to achieve a decisive victory. The win at Antietam permitted Lincoln to issue the Emancipation Proclamation, which freed slaves in the South and altered the Unions war aims. Union engaged Lee near Chancellorsville. Though outnumbered 2-to-1, Lee outmaneuvered them and forced them to retreat. War in the West, 1861-1863: In February 1862, forces under Gen. Grant captured Forts Henry Donelson. Two months later he defeated a Confederate army at Shiloh. Union naval forces captured New Orleans. To the east, Confederate attempted to invade Kentucky, but was repelled at Perryville. He was beaten again at Stones River. Grant now focused his attention on capturing Vicksburg and opening the Mississippi River. After a false start, his troops swept through Mississippi and laid siege to the town in1863. Turning Points Gettysburg Vicksburg: 1863, Lee began to move north towards Pennsylvania with Union troops in pursuit. Following the defeat at Chancellorsville, Lincoln turned to Gen. George Meade to take over the Army of the Potomac. Elements of the two armies clashed at Gettysburg. After three days of heavy fighting, Lee was defeated and forced to retreat. Grant successfully concluded the siege of Vicksburg, opening the Mississippi to shipping and cutting the South in two. Combined these victories were the beginning of the end for the Confederacy. War in the West, 1863-1865: In summer 1863, Union troops advanced into Georgia and were defeated at Chickamauga. Fleeing north, they were besieged at Chattanooga. Grant was ordered to save the situation and did so winning victories at Lookout Mountain and Missionary Ridge. War in the East, 1863-1865: 1864, Grant came east to deal with Lee. Despite heavy casualties, Grant pressed south, fighting at Spotsylvania and Cold Harbor. Unable to get through Lees army to Richmond, Grant attempted to cut the city off by taking Petersburg. Lee arrived first and a siege began. Lee was forced to evacuate the city and retreat west, allowing Grant to take Richmond. On April 9, Lee surrendered to Grant at Appomattox Court House. Aftermath Casualties: On April 14, five days after Lees surrender, President Lincoln was assassinated. The assassin, John Wilkes Booth, was killed by Union troops. Lincolns death cast a pall across the nation and elevated Vice President Andrew Johnson to the presidency. With the end of fighting a period known as Reconstruction began, with Union troops occupying Southern states and overseeing their gradual reintegration into the Union. Following the war, three amendments were added to the Constitution: * 13th: Abolished slavery * 14th: Extension of legal protection regardless of race * 15th: Abolished all racial restrictions on voting

Strategies And Evaluation Of Nissan Management Essay

Strategies And Evaluation Of Nissan Management Essay In 1999 Nissan had been facing great losses for seven of the past eight years which were now resulting in debts. This was mainly caused by the Japanese business custom of keiretsu investments which left little capital for other investments, like innovations in product designs. This lack of design innovation furthermore caused the Nissan brand to weaken as competitors were producing vehicles more stylish and up to date, reflecting customer demands. To foster a turnaround the Nissan president and CEO Yoshikazu Hanawa formed a mutual beneficial strategic alliance (Global Alliance Agreement) with Renault, allowing both companies to expand in new desirable geographic areas. With his experience in turnarounds Carlos Ghosn seemed to be the obvious choice to lead the Nissan turnaround from both the Renault and Nissan point of view. Evaluation The approach was an overall success in meeting the specific and measurable goal of turning the losses into profits not only on time but 6 month prior to the deadline. The Nissan Revival Plan was achieved one year ahead of schedule and succeeded in reducing their purchasing costs by 20 % which meant that they approximately reached the level of Renault. The large emphasis Ghosn placed on the execution also gave him an edge as this phase is much more demanding in terms of communication, meeting objectives on time and budget, potential conflicts with power resources and resistance to change. The respect Ghosn showed for the Japanese culture was vital for the initiatives to succeed, even though I believe it was a mistake for him not to learn about Japan before coming there as it is very easy unintended to insult people from other cultures if you are not familiar with their specific customs, but it also gave him an edge in being open-minded in perceiving the Japanese and Nissan culture. Coming to Japan he only brought three principles of management with him were to be well received and understood by employees: transparency, execution vs. strategy; improving quality and customer satisfaction and reducing costs. Not just anybody could have managed the Nissan turnaround as well as Ghosn did. For instance, A COO from Japan would not have been able to cut back on keiretsu investments. Because of the Japanese business culture to make these kinds of investments and the Japanese emphasis on cooperation and loyalty, it would have been considered to be a sort of betrayal and ultimately would 3 have harmed the Nissan brand even more. Only an outsider with different cultural background could legitimize such a change. The resistance Ghosn eventually faced when ignoring the almost sacred tradition of promoting by education, age and time within the company would likewise have been much more pronounced if the initiative came from a Japanese COO. Resistance to change Ultimately some sort of resistance was inevitable because of the major structural and cultural changes Nissan was facing with Ghosn as COO. People generally do not resist change, per se. but some underlying causes, like lack of understanding, fear of the unknown or fear of an outcome worse than the present situation.1 In this specific case Ghosn went a long way implementing many changes before meeting actual resistance in form of lack of cooperation among employees caused by the elimination of the old promotion system, allowing younger, less experienced employees to be promoted based on their skills and achievements. This resistance was clearly caused by fear of the unknown and fear of loosing/not gaining status by promotions. Resistance is generally a very important form of feedback and Ghosn chose to view the resistance as an opportunity for experience rather than a limitation.2 1 Dent, E. B. and Goldberg, S. G. (1999). Page 26 2 Ford, J. D. and Ford, L. W. (2009). Page 101 3 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 45 4 Ford, J. D. and Ford, L. W. (2009). Page 100 Ghosn has overcome the actual resistance and prevented potential resistance to the cultural and structural changes in large by clearly communicating all initiatives and objectives to all Nissan employees. Communication had previously been a problem within the company but by creating a matrix structure (combining efficiency and effectiveness) and through consistency between his own actions, thoughts and communication Ghosn was making sure that transparency as well as communication within the organization was improved and afterwards maintained, keeping focus on the strategy.3 Likewise by creating the Cross-Functional Teams, he sought to build engagement and participation and made sure that the employees would have a sense of ownership over the Nissan Revival Plan and motivate communication across departments, stimulate future risk-taking and responsibility as well as regaining confidence in the companys future. Mitigating resistance by involvement and communication are generally very e ffective and will increase employee commitment to execution.4 4 The former lack of accountability and acceptance of responsibility among employees was eliminated by directly assigning responsibility and accountability and encourage people to take risks. This was accomplished in part by monetary rewards and stock options whenever the actions led to increase in operating profits or revenues.5 The previous consensus mentality at Nissan seems to have been: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢If everyone one is responsible then no one is accountable, and nobody gets punished,à ¢Ã¢â€š ¬- which was affecting risk-taking and slowing decision-making processes across the company. 5 Fu, Dean and Millikin, john P. page C553 Organizational culture As mentioned above, the understanding and respect Ghosn expressed for the Japanese Nissan culture and the fact that he communicated his wish to work through this culture were vital for his acceptance within the organization. He made it clear from the very beginning that he too had a personal stake in the outcome and thereby created a sense of cohesion with the employees. His visibility in the organization from day one and the consistency between his communications and actions was a new but welcome change that made him human in the eyes of the employees. This transparency and consistency together with his explicit promise to respect the culture also helped building a sense trust and thereby employee support for most of Ghosns change initiatives. The Nissan president and CEO, Yoshikazu Hanawa, had a positive attitude towards Ghosn and his experience and abilities in turnarounds, since he explicitly asked Renault to send Ghosn to Nissan to lead the changes. But because Ghosn was a foreigner and not accustomed to the Japanese way of doing business, several industrial business analytics expressed scepticism and concern for this arrangement. It is likely that middle-managers and higher-level-managers have been influenced by these critics and therefore had a negative attitude towards Ghosn as COO, but if they did, they did not make much fuss about it. 5 National culture When you consider the differences between Ghosns leadership style and the Japanese (Nissan) way of doing business, it is actually a bit of an achievement that resistance did not arise earlier and more pronounced than it did. The cultural differences between Ghosn, with his experience in working in organizations with strong corporate cultures, and the Nissan organization, with its weak culture traits, were very pronounced and had great potential to cause some trouble along the way, but it takes two to tango, and one of them has to lead. The initiative of putting together Cross-Functional Teams had great potential for meeting resistance in part because of the Japanese tradition of reaching consensus when making decisions. In addition, if every member of a Cross-Functional Team had to make sure, that their respective departments were supporting every suggestion, then the decision-making process would not only have been slowed severely but would have staled. It is also very likely that the employees at Nissan would have resisted the Cross-Functional Team initiatives because of the Japanese culture of loyalty and cooperation within departments but not necessarily across departments (especially not in troubled times) caused by the weak organizational culture. Early on Ghosn became aware that in order to turn Nissan around, he would have to address some of these cultural issues in order to get to root of the problems and meet the overall goal of creating profits. First and foremost, he would have to communicate and make understood the importance of meeting customer wants and needs (included a radical change in the decision-making processe).6 The management would have to create a shared vision (or long-term plan as opposed to their usual sort-term). Management at Nissan was displaying tunnel vision and was focusing on regaining market share instead of increasing margins and product innovation to meet customer demands.7 The emphasis placed on informal contacts and information, complicated knowledge sharing across the organization, as nothing was written or formally communicated, which also slowed decision-making processes. He would have to overcome these cultural obstacles (underlying problems) before addressing the real problems at Nissan. 6 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 46-47 7 Fu, Dean and Millikin, john P. page C549 6 Luck and timing The timing for these changes was absolutely perfect. Had Ghosn and his Cross-Functional Teams tried to implement the same changes a few years earlier, they would most likely have met great resistance and possible failure. But because of the resent bankruptcy of the major financial house, Yamaichi, and the lack of bailout by the Japanese government, the employees at Nissan began to take their situation seriously and this imposed a sense of urgency among the employees. This sense of urgency helped push changes by making the employees more willing to cooperate and implement the proposed changes as well as taking more risks in order to turn the company around. This willingness for taking risks decreased the previous fear of making decisions (especially faulty decisions) which decreased the need for consensus decision-making , which again increased the speed with which decisions was able to be made. This further fostered motivation for innovative proposals for the product line, which had a positive effect on the Nissan competiveness and on consumer satisfaction. In short, the bankruptcy of Yamaichi was a stroke of luck at the exact right time to help kick-start the major changes at Nissan, especially in the minds of the employees. Looking forward In the next few years (2005) Ghosn will have to return to Renault to take over as CEO (his lifelong dream). The right replacement for his job must ensure continuous growth and success, keeping focus on customer needs and increases in profit as well as to nurture the newly accomplished sense of urgency to keep driving employees towards continuous improvements (Nissan 180). A successor should, besides the above mentioned, be able to create a balance between long-term and short-term objectives to ensure that employees do not fall back into old habits.8 Constantly setting short-term objectives, aligning them with long-term objectives will enhance motivation among Nissan employees as they will see their effort and hard work paying of. 8 Griswold, H. M. and Prenovitz, S. C.(1993). Page 5 9 Krackhardt, D. and Hanson, J. R.(1993). I would recommend Ghosn to use the network analysis9 as a tool for helping him making the best possible decision, ensuring that the person he will choose is trustworthy among employees, accountable and responsible, has influential power. The friendship network is always a good place to start, but he should be sure to mad both the communication network and advice network as well. Perhaps there will be an obvious overlap between the three. 7 Conclusion The Nissan turnaround was a great success in that it met measurable objectives and accomplished to overall strategic goal of increasing profits within the schedule. By approaching the Japanese and corporate Nissan culture with an open mind, Ghosn was able to gain the employees trust. His approach to the cultural differences combined with a great stroke of luck, turned the challenge into and opportunity and he was thereby able to meet the overall goal. In facing the fundamental problems within the organization; lack of clear profit orientation, insufficient focus on customers and too much on competitors, lack of a sense of urgency, no shared vision or common long-term plan, lack of cross-functional, cross-border, cross-cultural lines of work, he had to bend the rules of engagement by changing large parts of the Nissan culture. More specifically, based on the recommendations from the Cross-Functional Teams, he implemented some rather radical changes on the Japanese traditions of doing business, in order to help Nissan get back on track. Even though he was hereby violating his prior commitment to be sensitive to the Nissan culture, he did not experience serious resistance in doing so, because it was ultimately Nissan employees suggesting these changes, he was just executing them. In choosing his Successor Ghosn should map the informal networks within the organization, emphasising on trust, accountability and power to create change. 8 List of literature  · Dent, E. B. and Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25-41.  · Ford, J. D. and Ford, L. W. (2009). à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Decoding resistance to change.à ¢Ã¢â€š ¬- Harvard Business Review, 87(4), 99-103.  · Fu, Dean and Millikin, john P. (2003) à ¢Ã¢â€š ¬Ã¢â‚¬ ¢The Global Leadership of Carlos Ghosn at Nissan,à ¢Ã¢â€š ¬- Thunderbird The American Graduate School of International Management, C546 C556  · Griswold, H. M. and Prenovitz, S. C.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢How to translate strategy into operational results.à ¢Ã¢â€š ¬- Business Forum, 18(3), 5-9.  · Krackhardt, D. and Hanson, J. R.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Informal networks: the company behind the chart.à ¢Ã¢â€š ¬- Harvard Business Review, July/August, 104-111.  · Nohria, N., Joyce, W. and Roberson, B.(2003).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢What really works.à ¢Ã¢â€š ¬- Harvard Business Review, 81(7), 42-52.

Irwin Shaws The Girls in Their Summer Dresses Essay -- Girls Summer D

Irwin Shaw's The Girls in Their Summer Dresses In The Girls in Their Summer Dresses, it is necessary to explore the personal differences that cause problems in the relationship of the couple. The details of the story will lead to a conclusion that for Michael the relationship could just be a mere convenience or an affection solely generated by his physical wanting of Frances, so with the way she looks and appreciates the girls of New York. Frances calling the Stevensons shows her attitude which is passivity and lack of idealism to confront the relationship with his husband. She is going to call the Stevensons because, she and her husband have nothing more to discuss about. Michael?s way of looking on women as mere bodies could suggest a kind of degradation?which is to define a woman only as an erotic or sexual figure. There is an irony in the relationship of the couple which is the bloodless horror from the truth expressed that somehow the things are not, and never have been, what they used to pretend about themselves. It is clear in the details with Frances that she had an initial feeling of insignificance and she wanted to be loved and acknowledged by her husband. The sentence, ?I?d do any damn thing for you? points to a certain desire to be recognized as a good wife because of some degree of sensitivity that a man is needed in the family as the head and without him everything is nothing. The ?desire to please her husband? could also be attributed to lib...

My Personal Identity Essay -- Personal Narrative, Identity Essay

A person’s identity is shaped by many different aspects. Family, culture, friends, personal interests and surrounding environments are all factors that tend to help shape a person’s identity. Some factors may have more of an influence than others and some may not have any influence at all. As a person grows up in a family, they are influenced by many aspects of their life. Family and culture may influence a person’s sense of responsibilities, ethics and morals, tastes in music, humor and sports, and many other aspects of life. Friends and surrounding environments may influence a person’s taste in clothing, music, speech, and social activities. Personal interests are what truly set individuals apart. An individual is not a puppet on the string of their puppet-master, nor a chess piece on their master’s game board, individuals choose their own paths in life. They accomplish, or strive to accomplish, goals that they have set for themselves thro ughout their lifetime. Individuals are different from any other individual in the world because they live their own life rather than following a crowd of puppets. A person’s identity is defined by what shaped it in the first place, why they chose to be who they are, and what makes them different from everybody else in the world. I feel that I have developed most of my identity from my own dreams, fantasies, friends, and idols. I am who I am partly because of my family, but mostly because of who I want myself to be. I will never be exactly what I want to be because of my family upbringing, but I can provide myself with opportunities to live a somewhat similar life. I would have loved to be brought up in a family that was into off-road racing, such as trucks, snowmobiles, an... ...far, education has had no real impact on the person that I am, but hopefully by the time I finish college, it will. I am very proud of the person that I have become. I have followed my own dreams, fantasies, friends, and idols to become the person that I am today. My family has influenced me as far as morals and values, my friends have influenced me in social activities, speech, and clothing, and my fantasies and idols have given me something to strive for in my life. Once a person takes the time to truly get to know me, they tend to see me as one of the greatest guys that they have ever met. I will continue to live my life for individual that I am while taking into other people and not doing anything that may negatively affect another person’s life. I am currently very happy with the person that I am and will continue keep myself happy until the day I die.

Night World : Black Dawn Chapter 15

Maggie shuffled behind Chamber-pot Emptier,heading back toward the castle. She was carryingpiles of folded linen sheets given to her by Laun dress, and she was doing her best to look like a slave. Laundress had smudged her face artisticallywith dirt to disguise her. She had also sifted ahandful of dust into Maggie's hair to dull the auburn into a lifeless brown, and when Maggie bowedher head over the sheets, the hair further obscuredher features. The only problem was that she wasconstantly afraid she was going to sneeze. â€Å"Those are the wild animals,† Chamber-pot Emptier whispered over her shoulder. She was a bigboned girl with gentle eyes that reminded Maggieof the calves tethered by Laundress's hut. It had taken Laundress a while to make her understandwhat they wanted of her, but now she seemed tofeel obligated to give Maggie a tour. â€Å"They're brought in from Outside,† she said. â€Å"And they're dangerous. Maggie looked sideways at the wicker cageswhere Sylvia and Gavin had walked earlier. Fromone a brown-gray wolf stared back at her with afrighteningly sad and steady gaze. In another a sleek black panther was pacing, and it snarled asthey went by. There was something curled up inthe back of a third that might have been a tigerit was big, and it had stripes. â€Å"Wow,† she said. â€Å"I wouldn't want to chase that.† Chamber-pot Emptier seemed pleased. â€Å"Andhere's the castle. It's called Black Dawn.† â€Å"It is?† Maggie said, distracted away from theanimals. â€Å"That's what my grandpa called it, anyway. Helived and died in the courtyard without ever goingin.† Chamber-pot Emptier thought a moment andadded, â€Å"The old people say that you used to be ableto see the sun in the sky-not just behind theclouds, you know. And when the sun came up inthe morning it shone on the castle. But maybethat's just a story.† Yeah, maybe it was just a story that you couldsee the sun in the sky, Maggie thought grimly.Every time she thought this place couldn't surpriseher anymore, she discovered she was wrong. But the castle itself was impressive †¦ awe inspiring. It was the only thing in view that wasn't dusty brown or pallid gray. Its walls were shinyand black, almost mirror-like in places, and Maggie didn't have to be told that it wasn't built of anyordinary human stone. How they had gotten it tothis valley was a mystery. Delos lives here, she thoughtasEmptier led herup a stone staircase, past the ground floor which was just cellars and storage rooms. In this beautiful, frightening, impressive place. Not only lives init, but commands it. It's all his. She got just a glimpse of the great hall, whereshe'd seen slaves setting a long table yesterday. Chamber-pot Emptier led her up another floor andinto a series of winding corridors that seemed to go on for miles. It was dim in this internal labyrinth. The windows were high and narrow and hardly let any ofthe pale daylight in. On the walls there were candles in brackets and flares in iron rings, but theyonly seemed to add wavering, confusing shadowsto the twilight. â€Å"His bedroom's up here,† Emptier murmured finally. Maggie followed her closely. She was justthinking that they had made it all the way withouteven being challenged, when a voice sounded from a side corridor. â€Å"Where are you going? Who's this?† It was a guard, Maggie saw, peering from underher hair. A real medieval guard, with, of all things,a lance. There was another one in the opposite cor ridor just like him. She was fascinated in the middle of her terror. But Chamber-pot Emptier of the not-so-quickwits reacted beautifully. She took time to curtsey, then she said slowly and stolidly, â€Å"It's Folder fromthe laundry, sir. Laundress sent her with the sheetsand I was told she could help me. There's morework because of the guests, you know.† â€Å"It's Chamber Maid's work to spread sheets,† theguard said irritably. Chamber-pot Emptier curtsied again and said just as slowly, â€Å"Yes, sir, but there's more work because of the guests, you see-â€Å" â€Å"Fine, fine,† the guard broke in impatiently. â€Å"Whydon't you go and do it, instead of talking about it?†He seemed to think that was funny, and he turned and elbowed the other guard in the ribs. Chamber-pot Emptier curtseyed a third time and walked on, not hurrying. Maggie tried to copy the curtsey, with her face buried in the sheets. There was another endless corridor, then a doorway, and then Emptier said, â€Å"We're here. Andthere's nobody.around.† Maggie lifted her face from the sheets. â€Å"You're absolutely wonderful, you know that? You deservean Academy Award.† â€Å"A what?† â€Å"Never mind. But you were great.† â€Å"I only told the truth,† the girl said placidly, butthere was a smile lurking in the depths of her gentle cowlike eyes. â€Å"There is more work when guestscome. We never had them before three years ago.† Maggie nodded. â€Å"I know. Look, I guess you'd better go now. And um-Emptier?† She couldn't bring herself to say the entire name. â€Å"I really hope you don't get in trouble because of this.† Chamber-pot Emptier nodded back, then went toreach under the bed and retrieve a ceramic container. She walked out again holding it carefully. Maggie looked around the room, which was verybig and very bare. It was somewhat better lit thanthe corridors, having several bowl-shaped oil lampson stands. The bed was the only real piece of furniture in it. It was huge, with a heavy wooden frameand carved bedposts. Piled on top of it were quiltsand what looked like fur coverlets, and hanging allaround it were linen curtains. I'm probably supposed to take all that stuff off and put the clean sheets on, Maggie thought. Shedidn't. The rest of the furniture seemed to be largechests made of exotic-looking wood, and a fewbenches and stools. Nothing that offered a hidingplace. But on one side there was a curtaineddoorway. Maggie went through it and found a small anteroom-the wardrobe Jeanne had mentioned. It wasmuch bigger than she'd expected, and seemed tobe more of a storeroom than a closet. Okay. So I'll just sit down. There were two stools beside a figure thatvaguely resembled a dressmaker's dummy. Maggie dropped her sheets on a chest and pulled one ofthe stools close to the doorway. Through the spacebetween the linen curtains she could see almost theentire bedchamber. Perfect, she thought. All I have to do is wait untilhe comes in alone. And then She stiffened. She could hear voices from somewhere beyond the vast bedroom. No, she couldhear a voice, a musical girlish voice. Oh, please, she thought. Not her.Don't let him come in with her. I'll have to jump out and hit herwith something; I won't be able to stop myself†¦ . But when two figures came in the room, she hadno desire to jump out. It was Sylvia, all right, but she wasn't with Delos.She was with Hunter Redfern. Maggie felt ice down her spine. Now, what werethese two doing in Delos's bedroom? Whatever itwas, if they caught her, she was dead meat. Sheheld herself absolutely still, but she couldn't tear herself away from the curtain. â€Å"He's out riding, and he won't be back for another half hour,† Sylvia was saying. She was wearing a dark holly-green gown and carrying a basket.†And I've sent all the servants away.† â€Å"Even so,† Hunter Redfern said. He gently movedthe heavy wooden door until it was almost shut.Not all the way, but enough to screen the bedchamber from anyone outside. â€Å"You really think he's spying on our rooms?† Sylvia turned in a swirl of skirts to look at the tallman. â€Å"He's brightmuch smarter than you give himcredit for. And these old castles have spy-holes and listening tubes built in; I remember. It's a stupidprince who doesn't make use of them.† He remembers, Maggie thought, for a moment too full of wonder to be scared. He remembers thedays when castles were built, he means. He's reallybeen alive that long. She studied the handsome face under the bloodred hair, the aristocratic cheekbones, the mobile mouth-and the quick flashing eyes. This was thesort of man who could fascinate people, she decided. Like Delos, there was a sort of leashed tension about him, a reserve of power and intelligence that made an ordinary person feel awed. He was a leader, a commander. And a hunter, Maggie thought. All these peopleare hunters, but he's the Hunter, the epitome ofwhat they are. His name says it all. But Sylvia was talking again. â€Å"What is it that he'snot supposed to know?† â€Å"I've had a message from Outside. Don't ask how,I have my ways.† â€Å"You have your little bats,† Sylvia said demurely.†I've seen them.† There was a pause, then Hunter said, â€Å"You'd better watch yourself, girl. That mouth's going to getyou in trouble.† Sylvia had her face turned away from him, butMaggie saw her swallow. â€Å"I'm sorry. I didn't knowit was a secret. But what's happened?† â€Å"The biggest news in your short life.† Hunter Redfern laughed once and added with apparentgood humor restored, â€Å"And maybe in mine. Thewitches have seceded from the Night World.† Maggie blinked. It sounded impressive the wayhe said itbut more impressive was the way Sylviafroze and then whirled breathlessly. â€Å"What?† â€Å"It's happened. They've been threatening for amonth, but most people didn't believe they'd reallydo it.† Sylvia put a hand to her middle, pressed flatagainst her stomach as if to hold something in.Then she sat on the fur-covered bed. â€Å"They've left the Council,† she said. She wasn'tlooking at Hunter Redfern. â€Å"They've left the Council and everything else.†Ã¢â‚¬ All of them?† Hunter Redfern's fine red eyebrows went up. â€Å"What did you expect? Oh, a few of the blackestpractitioners from Circle Midnight are arguing, butmost of them agree with the liberals in Circle Twilight. They want to save the humans. Avert thecoming darkness.† He said it exactly the way Maggie had heard lumberjacks say, â€Å"Save the spotted owls. Ha!† â€Å"So it's really beginning,† Sylvia murmured. Shewas still looking at the stone floor. â€Å"I mean, there'sno going back, now, is there? The Night World issplit forever.† â€Å"And the millennium is upon us,† Hunter said,almost cheerfully. He looked young and†¦personable, Maggie thought. Somebody you'd vote for. â€Å"Which brings me to the question,† he said smoothly, looking at Sylvia, â€Å"of when you're goingto find her.† What her? Maggie's stomach tightened. Sylvia's face was equally tight. She looked up and said levelly, â€Å"I told you I'd find her and I will.†Ã¢â‚¬ But when?You do understand how important this is?† â€Å"Of course I understand!† Sylvia flared up. Herchest was heaving. â€Å"That's why I was trying to sendher to you in the first place-â€Å" Hunter was talkingasif he didn't hear her. â€Å"If it gets out that Aradia, the Maiden of all the witches,is here in the valley-‘ Iliknow!† â€Å"And that you hadher and let her slip throughyour fingers-â€Å" â€Å"I was trying to bring her to you.I thought thatwas important,† Sylvia said. She was bristling and distraught. Which was exactly what Hunter wantedher to be, Maggie thought dazedly. He really knows how to play people. But the analysis was faraway, in the shallowestpart of her mind. Most of her consciousness wassimply stricken into paralyzed amazement. Aradia. The Maiden of all the witches. So it wasn't Arcadia at all, Maggie thought. She might have mentioned that,after I've been calling her Cady for days. But then she hasn't been conscious much, and when she was we had more urgent things to talk about. Aradia. Aradia. That's really pretty. The name had started an odd resonance in hermind, maybe bringing up some long-forgotten mythology lesson. Aradia was a goddess, she thought.Of†¦ um, sylvan glades or something. The woods.Like Diana. And what Maiden of all the witches was, she hadno idea, but it was obviously something important.And not evil, either. From what Hunter was saying, it was clear that witches weren't like other NightPeople. She was the maiden Bern and Gavin were talkingabout, Maggie realized. The one they were supposed to deliver. So Sylvia was bringing her toHunter Redfern. But Cady herself told me-I mean, Aradiatold me-that she was already coming tothis valley for a reason. Before she could even properly phrase the question, her mind had the answer. Delos. In a coincidence that lifted the hair on Maggie'sarms, Sylvia said, â€Å"She won't get to Delos.† â€Å"She'd better not,† Hunter said. â€Å"Maybe you don't realize how persuasive she can be. An ambassador from all the witches, coming to plead her case †¦ she just might sway him. He has a despicable softspot-a conscience, you might call it. And we know he's been in contact with the human girl who escaped with her. Who knows what messages the little vermin was carrying from her?† No messages, Maggie thought grimly. Not withthis vermin anyway. But I would have carried themif I'd known. â€Å"Gavin said Aradia was still unconscious fromthe truth potion-that she was practically dead,†Sylvia said. â€Å"I don t think she could have given any messages. I'd swear that Delos doesn't know she'sin the valley at all.† Hunter was still brooding. â€Å"The witches have oneWild Power on their side already.† â€Å"But they won't get another,† Sylvia said doggedly. â€Å"I've got people looking for her. All the nobles are on our side. They won't let her get toDelos.† â€Å"She should have been killed in the beginning,†Hunter mused. â€Å"But maybe youhave a soft spotfor herlike you do for that human boy.† Behind the linen curtains, Maggie stiffened. Like you do.Not like you did.And who else couldthe human boy be? She gritted her teeth, listening so hard she couldhear the blood in her ears, willing them to talkabout Miles. But Hunter was going on in his smooth voice,†Or maybe you still have some loyalty to thewitches.† Sylvia's pale face flushed. â€Å"I do not! I'm finishedwith them, and you know it! I may be a spellcaster, but I'm not a witch anymore.† â€Å"It's good to see you haven't forgotten whatthey've done to you,† Hunter said. â€Å"After all, youcould have been a Hearth-Woman, taken yourrightful place on the witch Council.† â€Å"Yes†¦Ã¢â‚¬  â€Å"Like your grandmother and her mother beforeher. Theywere Harmans, and so was your father.What a pity the name isn't passed through the maleline. You ended up being just a Weald.† â€Å"I wasa Harman,† Sylvia said with muted ferocity. She was staring at the floor again, and sheseemed to be speaking to herself rather than toHunter. â€Å"I was. But I had to stand there and watch my cousins be accepted instead of me. I had towatch half humansbe accepted-be welcomed.They took my place-just because they were descended through the female line.† Hunter shook his head. â€Å"A very sad tradition.† Sylvia's breath came raggedly for another minuteor so, then she looked up slowly at the tall man in the center of the room, â€Å"You don't have to worryabout my loyalty,† she said quietly. â€Å"I want a placein the new order after the millennium. I'm through with the witches.† Hunter smiled. â€Å"I know it,† he said, lightly and approvingly, andthen he started pacing the room. He got what hewanted out of her, Maggie thought. Almost casually, he added, â€Å"Just be sure thatDelos's power is kept in check until everything's decided.† Sylvia bent and lifted the basket, which Maggiehad forgotten about. â€Å"The new binding spells will hold,† she said. â€Å"Ibrought special ingredients from one of the oldestMidnight witches. And he won't suspect anything.† â€Å"And nobody but you can take them off?† â€Å"Nobody but me,† Sylvia said firmly. â€Å"Not eventhe Crone of all the witches. Or the Maiden, forthat matter.† â€Å"Good girl,† Hunter said, and smiled again. â€Å"Ihave every confidence in you. After all, you havelamia blood in you to balance the witch taint.You're my own eighth-great-granddaughter.† Maggie wanted to punch him. She was confused and frightened and indignantand furious, all at once. As faras she could tell,Hunter Redfern seemed to be manipulating everybody. And Delos, Delos the prince and Wild Power,was just another of his puppets. I wonder what they plan to do if he won't join their new order? she thought bleakly. After a few minutes, Hunter turned in his pacingand walked by the door. He paused brieflyasiflistening, then glanced at Sylvia. â€Å"You don't know how happy it makes me just to think about it,† he said, in a voice that wasn't strained, or overly cheerful, or too loud, or anything that rang false. â€Å"To finally have a true heir.A male heir of my own line, and untainted by witchblood. I would never have married that witchMaeve Harman if I had known my son was still alive. And not only alive, but out having sons! Theonly true Redferns left in the world, you mightsay. Maggie, with her teeth set in her lower lip, didn'tneed to guess who was on the other side of thedoor. She watched tensely. And Delos came in, right on cue.