Hamlet And The Theories Of Tragedy

Hamlet And The Theories Of Tragedy Shakespeares Hamlet includes various theories and elements of tragedy, of which two will be discussed in this essay. Shakespeare addresses Aristotles theory of tragedy, but he challenges the theory in many aspects through setting, plot, and character. Shakespeare seems to heavily incorporate the wheel of fortune theory of tragedy, mostly through the character Hamlet. Aristotle, who is concerned with formal presentation of tragic plays, defines tragedy as: a representation of an action that is worth serious attention, complete in itself, and of some amplitude; in language enriched by a variety of artistic devices appropriate to the several parts of the play; presented in the form of action, not narration; by means of pity and fear bringing about the purgation of such emotion. (Aristotle 38 9) Shakespeare employs character and plot in order to create an atmosphere that is unsettling and dark, which instead of conjuring fear and pity instead sets up an atmosphere rank with revenge. In this way, Hamlet does not follow Aristotles definition of tragedy. Another of the ways Aristotle characterizes tragedy is through The noble actions and the doings of noble persons (Aristotle 35). According to Aristotle, Hamlet should be a noble person committing noble actions. This is best represented in the scene where Hamlet refuses to kill Claudius during prayer. T his becomes the turning point for Hamlet, where he truly becomes an ignoble person, saying he wants Claudius Soul may be damned and black/ As hell, whereto it goes. Hamlet truly wants Claudius to suffer in the worst possible manner, and in doing so Hamlet falls from nobility. Aristotle also believed heroes are First and foremost good (Aristotle 51). Hamlet does contemplate good and evil frequently, but ultimately Hamlet fall from the path of goodness. Fortinbras may have been the kind of hero Aristotle characterizes, but Fortinbras is not a tragic character. The plot events with which Aristotle disagrees give meaning to Hamlets theme. Shakespeare intentionally portrays many characters unheroic. For example, Hamlet does not treat Ophelia well, but at the same time Ophelias unwavering loyalty to her father causes her to treat Hamlet badly. Both characters invoke disgust from the reader from their ignoble actions. The only characters who act somewhat heroic are Horatio and Fortinbras. Interestingly, these are the only two characters who survive, so Shakespeare may be making some kind of commentary on Aristotles tragic hero. Another theory of tragedy has to do with the wheel of fortune. This kind of Tragedy was perceived as a reversal of fortune, a fall from a high position. This view of tragedy derives from the Medieval concept of fortune, which was personified as Dame Fortune, a blindfolded woman who turned a wheel at whim; men were stationed at various places on the wheelthe top of the wheel represented the best fortune, being under the wheel the worst fortune. However, the wheel could turn suddenly and the man on top could suddenly be under the wheel, without warning. (Landmarks of Literature) There are many instances where Shakespeare incorporates these elements of tragedy into Hamlet. At the beginning of the play, Horatio cries out to the Ghost, Speak to me: If thou art privy to thy countrys fate, / Which, happily, foreknowing may avoid, / O, speak! Horatios outburst suggests that fate isnt inevitable, but earlier Horatio indicates that the Ghost is a bad omen, just like in Rome before the mightiest Julius fell and the graves stood tenantless and the sheeted dead/ Did squeak and gibber in the Roman streets. Horatios conception of fate embodies the fate of the the entire country, not the individual. In response to a comment about how mens faults can ruin reputations, Hamlet responds by saying, Carrying, I say, the stamp of one defect/ Being natures livery or fortunes star/ Their virtues else- be they pure as grace/ As infinite as man may undergo/ Shall in the general censure take corruption/ From that particular fault. Hamlet establishes his view of fate and bad character with this claim; he thinks you are either born with bad qualities or you acquire them through the environment (through no device of your own), but its not something that a person is in control of; rather it is something that simply happens to a person, and there is no way to avoid it. Later in this scene Hamlet exclaims, My fate cries out, / And makes each petty artery in this body / As hardy as the Nemean lions nerve. Hamlet believes it is his fate to follow the ghost, and because it is his fate he is given the strength and vigor with which to do it. Hamlet asks Rosencrantz and Guildenstern how they are, and Guildenstern answers, Happy, in that we are not over-happy, on fortunes cap we are not the very button. This is a joke that implies that Guildenstern and Rosencrantz live in Fortunes privates; This joke implies that Fortune is a whore. Later in the same scene, the idea that Fortune is a whore comes up again in a more serious tone. During a play, Hamlet asks the First Player to recite the piece of the death of Priam. Afterwards, the player comments: Out, out, thou strumpet, Fortune! All you gods, In general synod take away her power; Break all the spokes and fellies from her wheel, And bowl the round nave down the hill of heaven, As low as to the fiends! (2.2.493-497) The player is asking the gods to break Fortunes wheel and roll her down to hell. The idea is that our destinies are merely random, when people try to climb on top of the wheel it may simply move and the person on top becomes the one being crushed by the wheel. The First Players speech calls for a fate ruled by something other than Fortune. Hamlets third soliloquy suggests that fortune is simply out to hurt you and questioning whether it is even worth it to challenge the wheel of fortune: To be, or not to be: that is the question: / Whether tis nobler in the mind to suffer / The slings and arrows of outrageous fortune, / Or to take arms against a sea of troubles, / And by opposing end them? Before the play The Murder of Gonzago, Hamlet stands alone with Horatio and commends him as A man that Fortunes buffets and rewards / Hast taen with equal thanks. Hamlet goes on to praise Horatio for not becoming a pipe for Fortunes finger to play; Hamlet appears envious of Horatio, praising him for a quality that Hamlet himself lacks. Hamlet sees himself as passions slave, a person who cannot maintain a stable identity or sense of self. In The Murder of Gonzago the Player King tells his wife that he hopes when he dies she will find a good man and remarry. The wife promises vehemently she will not find another husband after his death, to which the king responds: This world is not for aye, nor tis not strange / That even our loves should with our fortunes change. The king points out that a man who has been favored by fortune could just as easily lose his fortune, and with it his friends, money, wife, etc. The king doesnt address it as though it is something to be deplored, but simply the way of life and something that needs to be accepted, because Our wills and fates do so contrary run / That our devices still are overthrown; / Our thoughts are ours, their ends none of our own. In the end, the king is right, and the wife quickly remarries after the kings death. After Polonius has been stabbed, Hamlet says to the body, take thy fortune; / Thou findst to be too busy is some danger. Hamlet believes Polonius fortune was not simply bad luck; Hamlet believes Polonius brought his own bad luck upon himself and had earned his own death. Later in the same scene, Hamlet says, For this same lord, / I do repent: but heaven hath pleased it so, / To punish me with this and this with me, / That I must be their scourge and minister. According to this view of things, Polonius death is not an accident at all, but part of a divine plan. In the last scene of the play, Hamlet writes to Horatio about how he found his own death warrant. Hamlet said he was sneaking around and told Horatio, let us know, / Our indiscretion sometimes serves us well, / When our deep plots do pall: and that should teach us / Theres a divinity that shapes our ends, / Rough-hew them how we will. Hamlet suggests that even though something may look random it could be part of a plan that will turn out for the better. Then, later, Hamlet repeats the concept; Horatio asks how Hamlet could have possibly sealed a new warrant with the kings seal. Hamlet replies, Why, even in that was heaven ordinant and explains that Hamlet had his fathers signet by chance and used it to make the seal. Even later in the scene, right before the final fencing duel, Hamlet says that everything is ill in his heart. He doesnt hint that this feeling is prophetic of his own death in any way, but when Horatio offers to call off the fencing match, Hamlet speaks as though he kno ws hes about to die: Not a whit, we defy augury: theres a special providence in the fall of a sparrow. If it be now, tis not to come; if it be not to come, it will be now; if it be not now, yet it will come: the readiness is all: since no man has aught of what he leaves, what ist to leave betimes? Let be. In another view of this revenge tragedy, Hamlet is the player of a Senecan tragedy. He is involved in a sensational murder scene, commanded by a Senecan ghost desiring revenge, and after hampered by court intrigue, resorts to feigned madness. Since apparitions are known to tell half-truths to deceive people, Hamlet is given instruction without a resolute plan. For majority of the play, he acts with passion and indecision and he proceeds with the ghosts wishes as his adversary allows. And, for the most part, only Claudius, Hamlet, and Horatio know the action of revenge. (Landmarks of Literature) Word Count: 1837

Hong Kong Society and Social Stratification

Hong Kong Society and Social Stratification The Concept of Social Stratification Stratification is the geological concept of strata rock layers in natural processes. While in sociology, the concept of stratification turns to refer to the different strata of social groups and their arrangements. Social stratification is a particular form of social inequality which involves power, prestige and wealth. We can find in our lives that one group may own and enjoy more economic resources than another, or it may be held in high esteem, or it may be in a position to order other groups around. The study of social stratification is to explore how is the hierarchy formed within the society, how are social resources unequally distributed and how these different groups relate to one another. Obviously, the arrangement of different social groups within a society is not really like the arrangements of rock in the earths crust as there are frequent and various interactions between the higher and lower social groups. Moreover, contrary to solid rock layers, rises and falls take place both by group and by individuals in social system. One group may rise in power and status while another group may fall. Individuals also move up and down to change their group belongings. So when we study social stratification, we should pay attention to its characteristic of interaction and mobility. Any neglect would lead to a false conclusion. Theories of Social Stratification Social stratification is not a new born concept. Long ago in ancient China, Li was considered a special subject on institutions and manners which gave a strict division and rules of social classes. In Han Shu-Monograph on Food and Currency , people were stratified in a descending order of scholars, peasants, workers and businessmen. In the west, the earliest discussion on social stratification can be dated back to ancient Greece. Plato illustrated an ideal state in Republic with three stable classes of freemen-Rulers or Philosopher Kings, Warriors or Guardians, and Workers, while Aristotle argued with an idea of the rich, the poor and the middle. When talking about social stratification, we can always find these two names: Karl Marx and Max Weber. The classic statements on both social class and stratification provide the foundation from which we can fully appreciate current social dynamics and new directions in the study of social inequality. The Marxist Perspective Karl Marx was born in the aftermath of the European Revolution. By witnessing the end of the old era and the emergence of a new age, he found a similarity in all societies-the ever existence of two social classes. He inherited Hegels account of the conflict between master and slave, then took the idea of two opposed forces to analyze the form of the conflict. Marx was the first to develop a systematic theory on social class. A class is a social group whose members share the same relationship to the means of production. Individuals in a class not only act in much the same way but also tend to think in much the same way. There are two major social groups in all societies, a ruling one and a subject one. The relationship between the two major classes is conflict-exploiter and exploited, oppressor and oppressed. Marx conceived the society as a system of production based on the existence of these two opposite social classes. The ruling class (the bourgeoisie) own the means of production (land, capital, labour power, buildings and machinery) while subject class (the proletariat) has no choice but to work for the capitalists. Wage labourers produce goods and services but get only subsisted rewards. Employers take the products away to sell them at a value greater than their cost of production. By accumulating this surplus value, capitalists get m ore wealth and means of production to sustain the system. Capital is a social power. Political power comes from economic power, from the control of means of production. The ruling class build up the superstructure of society-the major institutions, values and belief systems, according to the common interests of the group. They seek protection for their ownership of means of production through laws and mechanisms which are favorable to them. In addition, a distorted picture of reality (ideology) was invented to justify and legitimate the domination of the ruling class and to inculcate the mass oppressed working class a false consciousness of the nature of relationship between social classes. Marx pointed out that there is a polarization of the classes through which the society would more and more split into the two great hostile camps. Although he did not deny the individual mobility between the social groups, the possibility is little because each group is relatively closed. Individual movement up and down does nothing to change the system. Only by thorough revolutions can social orders be reconstructed, can means of production be used by everyone and can social equality be achieved. Despite the great contribution to the study of social stratification, people raised problems in Marxist approach as listed below: Not all societies are class societies Class may not be the most basic social division The rise of the middle class and the fragmentary class structure Working class consciousness and intellectual wishful thinking To solve these problems, Neo Marxist scholars have made many efforts. Succeeding Marxs basic view of social stratification, the primary concern of modern Marxian theorists has been to apply this Marxian view of society to industrial societies that have experienced change since Marxs time, while also using new methods of social science research to validate some of the principal Marxian concepts. For instance, Gramsci accused dehumanizing aspects of modern capitalism and advocated more education on working class to develop intellectuals among them. Poulantzas thought the fragmentation of class structure was a defining characteristic of late capitalism, so any analysis must tackle the new constellation of interests and power. Structural Marxist, Wright, did some empirical research on social stratification. Inspired by others works, he borrowed the concept of skills and defined class in relation to the productive system: Capitalists, managers, workers and the petty bourgeoisie. The Weberian Alternative Max Weber contributed the most to development of stratification theory since Marx. He was said to have had a dialogue with Marx but got different conclusions. Marx saw classes in economic terms, while man does not strive for power only in order to enrich himself economically. He expanded Marxs standard of class division to a multidimensional view. People forming the same class roughly share common life chances which are reflected into class situation. In Webers point of view, ownership of property will directly give an individual more life chances in market, however, the skills and education the individual has had is also playing an important role in defining social classes. Under this assumption, Weber was able to explain the emergence of middle class while Marxism failed to do so. He identified as social class according to the economic rewards in labour market- the working class as a whole, the petty bourgeoisie, technicians, specialists and lower-level management and the classes privileged through property and education. Moreover, social stratification is not only decided by class(economic rewards), status is another significant perspective. Whereas class refers to the unequal distribution of economic rewards, status refers to the unequal distribution of social honor, which refers to how a person or a group is regarded by others. Individuals from a similar status group are likely to share similar status situation including lifestyle, sense of belonging and restriction on interaction with outsiders etc. This dimension managed to solve the doubt about the role of gender, ethnicity and religion in stratification theory. The last dimension in Webers three-component theory of stratification is party or power. To achieve whatever goals, people form organizations in rational orders to influence and dominate others. The most typical organizations of this kind are political parties and bureaucratic institutions. Where is one stand and how is one placed within the organization decide ones position in this dimension of stratification. Weber concluded that the three dimensions of hierarchies lead to the ranking of individual and group in human society. Nevertheless, the importance of each dimension differs in different societies. Webers theory of social stratification has relativity and mobility, which enlightened his successors like Anthony Giddens, Frank Parkin and John Goldthorpe, etc., to continue promoting the development of multidimensional theory of stratification. The Former Study on Hong Kong s Social Stratification Boggs, C. (1984). The two revolutions : Antonio Gramsci and the dilemmas of western Marxism (1st ed.). Boston, MA: South End Press. Crompton, R. (1993). Class and stratification : an introduction to current debates. Cambridge, UK ; Cambridge, MA, USA: Polity Press. Haralambos, M., Holborn, M. (2008). Sociology : themes and perspectives (7 ed.). London: HarperCollins Publishers. Hess, A. (2001). Concepts of social stratification : European and American models. Houndmills, Basingstoke, Hampshire ; New York: Palgrave. Kerbo, H. R. (1996). Social stratification and inequality : class conflict in historical and comparative perspective (3rd ed.). New York: McGraw-Hill. Levine, R. F. (1998). Social class and stratification : classic statements and theoretical debates. Lanham: Rowman Littlefield Publishers. Li, P. (2004). Social stratification in Chinas today(Zhongguo she hui fen ceng) (1 ed.). Beijing: She hui ke xue wen xian chu ban she. Li, X. (2008). Dream and reality : stratification and social mobility in Hong Kong(Meng Xiang Yu Xian SHI: Xiang Gang De She Hui Fen Ceng Yu She Hui Liu Dong) ( 1 ed.). Beijing: Publisher of Peking University. Marx, K., Engels, F. (1888). Manifesto of the Communist party ([5th ed.). London,: W. Reeves. Poulantzas, N. A. (1982). Political power and social classes. London: Verso. Saunders, P. (1990). Social class and stratification. London: Routledge. Weber, M., Gerth, H. H., Mills, C. W. (2009). From Max Weber : essays in sociology. Milton Park, Abingdon, Oxon ; New York: Routledge. Wright, E. O. (1997). Class counts : comparative studies in class analysis. Cambridge ; New York Paris: Cambridge University Press ;Maison des sciences de lhomme.

Female Genital Mutilation Essay -- essays research papers fc

The practice of female genital mutilation, also known as female circumcision, occurs throughout the world, but it is most common in Africa. Female genital mutilation is a tradition and social custom to keep a young girl pure and a married woman faithful. In Africa it is practiced in the majority of the continent including Kenya, Nigeria, Mali, Upper Volta, Ivory Coast, Egypt, Mozambique and Sudan. It is a cross-cultural and cross-religious ritual, which is performed by Muslims, Coptic Christians, Protestants, Catholics and members of various indigenous groups.   Ã‚  Ã‚  Ã‚  Ã‚  Female genital mutilation is usually performed on girls before they reach puberty. It is a procedure where either part or the entire clitoris is surgically removed leaving a reduced or total lack of sexual feeling. This procedure is an attempt to reduce the sex drive of women, making them less likely to be sexually active before marriage or engage in extra-marital affairs. Although this procedure can be seen as a means to control a woman’s sexuality, the act of female circumcision determines the gender identity of women. A circumcised woman is a virgin, ready for marriage and to bear children for her husband, â€Å"Girls who are infibulated will probably not find husbands. In most cases they will become outcasts.†   Ã‚  Ã‚  Ã‚  Ã‚  Female genital mutilation is not a new practice. In fact circumcised females have been discovered among the mummies of ancient Egyptians. A Greek papyrus dated 163 BC refers to operations performed on girls at the age they received their dowries. A Greek geographer reported the custom of circumcision of girls he found while visiting Egypt in 25 BC. In Africa female circumcision has been reported in at least twenty-six countries and can be viewed as a public health problem â€Å"because of its wide geographic distribution, the number of females involved and the serious complications caused by the operation.†   Ã‚  Ã‚  Ã‚  Ã‚  Female genital mutilation is practiced in three major forms: â€Å"Sunna† circumcision, Clitoridectomy, and Infibulation. Sunna circumcision consists of the removal of the tip of the clitoris and/or the prepuce (covering). Clitoridectomy, also referred to as excision, consists of the removal of the entire clitoris (both prepuce and glans) and removal of the adjacent labia. Infibulation, also referred to as phara... ...s, and aunts footsteps, which would bring shame against herself and tarnish her family honor. Female genital mutilation is such a brutal and barbaric practice that it is amazing it is still occurs today. The health hazards associated with it should be enough to have it terminated. However, the reasons women have forgoing through with the operation is the custom of female genital mutilation is so engrained in their sociocultural system. The importance of family honor, virginity, chastity, purity, marriageability, and childbearing in these societies cannot be overstressed. Therefore in the minds of the people who adhere to this belief, the benefits gained from this operation for the girl and her family far outweigh any potential danger.   Ã‚  Ã‚  Ã‚  Ã‚   Works Cited Female Genital Mutilation. See: http://www.religioustolerance.org/fem_cirm.htm Female Genital Mutilation Research Homepage. See: http://www.hollyfield.org/fgm/ Kouba, Leonard and Judith Muasher 1985 Female Circumcision in Africa: an Overview. African Studies Review 28:95-110. Van Der Kwaak, Anke 1992 Female Circumcision and Gender Identity: A Questionable Alliance? Social Science and Medicine 35(6):777-787.

Essay --

Percussion: The History ​Despite what many may think, percussion is well known across hundreds of nations all over the world. Percussion has been around for centuries, and it has a very important meaning in the lives of many. It would be safe to assume that Percussion will be around for a long time as well, and play an important part in the lives of many people. Most people see drums as a cool thing to do, others see them as a bunch of irritating noise makers; but do they know the history behind them? So what is percussion? Percussion is a musical instrument played by striking with the hand, a handheld, or a pedal-operated stick or beater (Hudson). There are different groups of percussion instruments, and as time went by, they have immensely evolved from where they started (Zed). So what is percussion, where did it start, and what is it used for? ​How and where did percussion start? Percussion started in Asia Minor [the western peninsula that now constitutes most of modern Turkey], being the first musical apparatus that ever came into being, existing in nearly every culture since before 6000 B.C. (Samuel & Jason). It was started by the native people hitting various items with sticks and hands. Percussion instruments were used for multiple purposes such as chanting, signaling war and communicating with other tribes (Samuel & Jason). The first percussion instruments were likely human hands and feet used to clap or stomp a rhythm. Eventually cultures discovered that they could create louder, more varied sounds with crafted surfaces and implements. In the 18th and 19th centuries, more percussion instruments [like cymbals and triangles] came to being. It is impossible to say where the first percussion instrument was made, t... ...e history of percussion is a very fascinating field of study; it is also important to those in the music industry, and for those who would like to pursue it. Percussion is also important because without it our music would be boring. It is also very helpful, because without it the Native Americans would not have been able to signal or communicate with each other and call for help during war and other times of need. While doing research on this subject I learned only a few things, such as the origin, what they are used for, and its important role in everything aside from marching band. The subject of percussion seems to be a much more important idea than most give credit for. The next time you see or hear about percussion, you will easily identify any of the instruments that a band member is playing. Now, you can give credit to where credit is due and deserving.

Educational Philosophy Statement Essay -- Education Teaching Progressi

Educational Philosophy There have been many philosophies passed down through the years by many great educators. Views and opinions that have varied from individual to individual. Some ideas were widely accepted and others were not. I feel that it is important for every educator to obtain their own individual educational philosophy. An individual philosophy is good way to help an educator become grounded in what they believe and strive to make that philosophy happen in the classroom. It is a belief that should be strongly believed in and in the end have an impact on the people it is aimed for, which is the students. Over the last few years, I have developed a philosophy that I strongly believe in, because it has proven itself to me, and I want to prove it to others. The philosophy I have developed is that education is the key that opens the doors of opportunity and every student needs to understand the opportunities that await them with an education no matter who they may be. First, who are the students? The students are a group of individuals who lack knowledge and understanding in particular areas. They are the teacher’s main focus. In my particular area of concentration, I will be dealing with younger children who, because of their lack of knowledge and understanding, have a certain nature. According to Rousseau, children have the tendency to be selfish and self-centered. As a teacher, you must first change this selfish nature by educating the student about the concept of sharing and giving to others, and then motivate the student to desire to follow the idea. The nature of students generally is at first to be self oriented, and this attitude can affect the learning process. This attitude of being self-centered can affect ... ...en this causes the child to get frustrated and lose interest in an education. Also, in the elementary classroom there are areas that are of particular importance. These areas would include math, english, spelling and reading. I feel these areas should get the most concentration. These areas provide critical learning that students will use for the rest of their lives. I feel the areas that I have touched in this paper along with my personal philosophy statement, reflect my views and opinions as a future educator. I have spoke about areas that are of importance to me, and ideas that I feel will make a difference in someone’s life. As a teacher, I truly want to make a difference and teach students the importance of an education, and the opportunities that are available to them. Education can take people places and I feel more people need to come to this realization.

Comparing

Tianesha Furlow Marriage is the union of a man and a woman who make a permanent and exclusive commitment to each other. During the ceremony of the marriage the couple takes vows in which are promises each partner is supposed to keep. It’s a sacred matrimony which is taken very serious; in every vow it ends with â€Å"Til death do us part†. Unfortunately, in some marriages the vows aren’t taken that sacred. In the two short stories, ‘The Alchemist’s Secret†, and â€Å"Lamb to the Slaughter†, their protagonists took their vows of â€Å"til death do us part† very personal; was willing to do anything to keep their vows.In short story, Lamb to the Slaughter, an old devoted wife, Mary Maloney, waited for her husband, Patrick Maloney, to return home from work as a police officer. He arrives home around the usual time he comes home every night. This night Mary notices that Patrick seems to be out of it and is acting weird, but she just as sumes he’s tired from work. Finally, Patrick exposes his reason for acting so strange. He never states exactly, but it is inferred that he is leaving her for another woman.Mary, still in shock goes to the freezer to get a leg of lamb to cook for dinner. She continues to go in as if her husband didn’t just reveal to her that he is leaving. Patrick screams to Mary not to make dinner and she snaps. She hit him in the back of his head with the frozen lamb. Mary intentionally kills her husband. She feels as though if she can’t have her husband then no one can. In addition, in the short story, The Alchemist’s Secret, a bitter married man comes into a gas lit herb shop where he thinks it’s going to be a solution to all of his problems.He hears of the famous Doctor Maximus who could make him no longer married to his cheating wife. In the herb shop Doctor puts some type of chemicals in whatever is desired of the customer to kill someone instantly with no di scovery of the death in the autopsy. He wants his wife dead before he sees her fall in love with another man. He states with his face looking tight and dangerous, â€Å"I am not a man to be made a fool of†. The visitor of the herb shop feels like his wife is making a fool of him and she deserves severe punishment.The two stories had many similarities and differences. One of the major similarities in the stories was how Mary Maloney and the anonymous visitor both took the same actions after finding out of the infidelity in their marriage. The differences in the story were the character’s outlook on the death of their spouse. For example, in The Alchemist, during the talk with the Doctor, the visitor says, â€Å"No thank you†, but says it nervously. The nervousness in his voice proved he had some fear and guilt of what he had planned on doing to his wife.In addition, in Lamb to the Slaughter, after Mary Maloney killed her husband, Patrick Maloney and creating a li e to the detectives, she sits, â€Å"{in the other room and began to giggle}†. Mary Maloney giggling after killing her own husband reveals she has no regrets. In conclusion, the two short stories have similar concepts, but have different style of writing. Both couples had infidelity in their marriage and wanted revenge for their vows being broken.

Best Buy Case Study

ESLSCA: GROUP 39D | | | | |Best Buy Co. , Inc. pic] | |Strategic Audit | |August 2012 | | | | | Presented to Dr. Sanya EL Galaly Table of Contents About Best Buy Co. , Inc4 Best Buy’s History4 1. Current Situation5 A. Current Performance5 B. Strategic Posture5 . Mission5 2. Objectives5 3. Strategies5 4. Policies6 II. Strategic Managers6 A. Board Members6 B. Top Management7 III. Market Overview7 IV. External Environment8 2. Natural Environment8 2. Social Environment8 2. 1. Economic8 2. 2. Technological8 2. 3. Political–Legal8 2. 4. Sociocultural8 3. Task Environment9 V. Internal Environment9 1. Corporate Structure9 2. Corporate Culture9 3. Corporate Resources9 3. 1. Marketing9 3. 2. Finance9 3. 3. R&D10 3. 4. Operations10 3. 5. Human Resources10 3. 6. Information Systems10 VI. Analysis of Strategic Factors10 . Situational Analysis (SWOT) (SFAS Matrix; see Exhibit 3)11 1. 1. Situational Analysis11 1. 1. 1. Summary of Internal Factors11 1. 1. 2. Summary of External Fact ors11 1. 1. 3. Review of Mission and Objectives11 VII. Strategic Alternatives and Recommended Strategy12 1. Corporate Strategy12 2. 1. Growth Strategy12 2. 2. Stability Strategy13 2. 3. Retrenchment Strategy13 3. Business Strategy13 3. 1. Cost Leadership Strategy13 3. 2. Differentiation Strategy14 4. Financial Positions14 4. 1. Best Buy Income Statement as of 2009-201214 4. 2.Best Buy Balance Sheet as of 2009-201211 4. 3. Cash Flow Statement for period ended in 2011-201212 B. Recommended Strategy14 VIII. Implementation14 IX. Evaluation and Control14 X. List of Tables15 Exhibit #1 Ratio Analysis Table15 Exhibit #2 IFAS16 Exhibit #3: EFAS17 Exhibit #4: SFAS18 Exhibit #5: TWOS Matrix19 Exhibit #6 IFinancial Position Documents20 About Best Buy Co. , Inc. Best Buy Co. , Inc. (NYSE:BBY) Headquartered IN Richfield, Minnesota, is a leading multi-channel global retailer and developer of technology products and services. 1,100 stores in U.S (21% Market Share), also operated over 2,800 stores global (Canada, Mexico, China and Turkey), 170,000 employees whom are committed to helping deliver the technology solutions that enable easy access to people, knowledge, ideas and fun. The company’s subsidiaries such Geek Squad, Magnolia Audio Video, and Pacific Sales, and operated under both name Best Buy & Future Shop labels In CANADA People at BB are aware of their role and impact on the world, and are committed to developing and implementing business strategies that bring sustainable technology solutions to consumers and communities.For information about Best Buy, visit www. bby. com and to shop at Best Buy, visit www. bestbuy. com. Best Buy’s History: In 1966 Best Buy incorporated with original name as Sound of music, the company started as a retailer of audio components and expanded to retailing video products in the early 1980s with the introduction of the videocassette recorder to its product line. In 1983 Best Buy name has been changed to Best Buy Co. Inc. (Be st Buy). Shortly thereafter, Best Buy began operating its existing stores under a â€Å"superstore† concept by expanding product offerings and using mass marketing techniques to promote those products.Since 1989 the company altered the function of sales staff structure (policy) dramatically to be transformed from commission basis oriented to be educators and customer assist oriented. Simply sales mission was to generate sales but now changed to answer customer’s question to help for decide which product fit for their needs. In 2000 the company step up to Market space by launched: BestBuy. com (online retail store), which is very important for BB’s customers thus expanding among them to access to store easily without physical visit. I.Current Situation: A. Current performance Volatility of financial position, declining in company’s income compared with last fiscal year, increasing debts as well as operating costs ? Facing increased fears competition ? Rais ing in operational costs and increasing in debt & reducing liquidity of cash. ? Adverse economic climate and financial stress (declining in net income) B. Strategic Posture Mission ? To make technology deliver on its promises to customer ? Keeping customers centered in technological changes â€Å"To make life fun and easy†. To improve customer’s awareness of their needs. Objective ? The top objective of company were sustained growth and earnings (growth oriented) ? Differentiation in retail industry by present unique product & service that customer never get before. ? Keeping cost down without sacrificing customer experience given by Best Buy. Strategies ? Developed in 1966 as (a low price strategy) and moved to be service-oriented firm (differentiation strategy) in 1989. ? Global & national growth through acquisition and alliance with Car phone Warehouse Group, UK. Use its economies scale with over 1,000 locations to obtain cost advantage from suppliers due to high qu antity of orders, also increase its Advertising budget for massive campaigns In order to cove over entry market barriers. ? Having multiple brands for different customer lifestyles through M&A merge and Acquisition. ? Providing customers with highly trained sales associates who available to educate customers regarding product features. ? Construct a diversified portfolio of product offerings by building a significant customer data-base (Customer centricity model) Policies Growth oriented by expansion vertically & horizontally. ? Cost reduction is very important (restructure commission sales scheme, shipping the correct inventory to the correct locations). ? Training & educate employees regularly, promotion from within at all levels. ? Rapidly response to external change. II. Strategic Mangers A. Board Of Directors ? Sixteen members –three are outsider. ? Chairman and founder (Richard M. Schulze), his beneficial ownership of 17. 1 % ? Brian Dunn as Previous CEO, Currently (Mik e Mikan) as Interim CEO of Best Buy, who has been Director since 2008. All directors and executive officers as a group, and each person we know who beneficially owns more than 5% of the outstanding shares of Best Buy common stock. [pic] [pic] [pic] [pic] [pic] Richard Shultze Mike Mikan Shari Ballard Jim Muehlbauer Carol Surface Founder, Chairman Interim CEO President International CFO VP, Chief HR & Enterprise EVP B. Top Management The two former CEO’s was Richar Shultze and Brad Anderson, but recently Brad stepping down, Brian Dunn replaced, and now replaced with Interim CEO. ? June 7, 2012  Ã¢â‚¬â€ The board of directors of Best Buy Co. , Inc. (NYSE:BBY) today announced the appointment of Hatim A. Tyabji as chairman of the Company, effective immediately. Mr. Tyabji, currently Chairman of the Audit Committee, has served as a director since 1998. ? Top managers are recently promoted internally and externally hired ? Top Mangers whom : Richard Shultze: Founder & Chairman. G. Mike Mikan : Interim CEOShari Ballard : President, International and Enterprise EVP. Jim Muehlbauer: Executive VP. And CFO. ? Top management members are very experienced in Industry III. Market Overview The Best Buy family of brands and partnerships collectively generates more than $49 billion in annual revenue and includes brands such as †¢ Best Buy; †¢ Best Buy Mobile; †¢ Audio visions; †¢ The Carphone Warehouse; †¢ Future Shop; †¢ Geek Squad; †¢ Jiangsu Five Star; †¢ Magnolia Audio Video; †¢ Napster; †¢ Pacific Sales; and The Phone House. Community partnership is central to the way Best Buy does business.In fiscal 2010, the company donated a combined $25. 2 million to improve the vitality of the communities where best Buy employees and customers live and work. Strategic priorities focus on growth opportunities, operations, and improved international returns. IV. External Environment (EFAS TABLE; see Exhibit 1) Natural Environme nt 1. Global warming that increasing by emissions of technology usage. (T) 2. Energy availability a growing problem. (T) Societal Environment 1. Economic a. Unstable economy (stumble) along with eliminate of consumer expends. (T) b.Individual economies becoming interconnected into a world economy. (O) c. Financial crisis that hit EU, might be essential reason to eliminate the Investment in Euro zone. (T) 2. Technological a. IT & communication revolution. (O) b. Entering computerization at all fields such â€Å"Manufacturing, business, Agriculture,†¦etc. † (O) c. Trend of social media online & digital marketing. (O) 3. Political-Legal a. NAFTA, EFTA, and other agreements between countries to free trading cycle are opening doors to penetrate markets in Latin America and other emerging markets. (O) b.Regulations of Federal Reserve Bank that effect on retail sector's credit systems. (T) c. Environmentalism being reflected in Laws on pollution and energy usage. (T) 4. Socio C ultural a. Decreasing of unemployment rate which is indicator of increasing of families income then Expands rate. (O) b. Transforming in purchasing behavior from market place to market space. (T) c. Trend of using digital devises rather than paper & blocks for daily functions such â€Å"news, reading books, schedule organizer,†¦etc†. (O) d. Trend to value for money as a concept of consumers behavior. (T) Task Environment 1.North American market mature and extremely competitive—vigilant consumers demand high quality with low price in safe, environmentally sound products. (T) 2. Industry going global as North American and European firms expands internationally. (T) 3. Rivalry High. GameStop Corp, Amazon. com, Wal-Mart expanding into consumer electronics and stepping price competition†¦ (T) 4. Buyers’ Power Law. Technology and materials can be sourced worldwide. (O) 5. Power of Other Stakeholders Medium. Quality, safety, environmental regulations increasi ng. (T) 6. Entry Barriers High. New entrants unlikely except for large international firms. T) V. Internal Environment (IFAS Table; See Exhibit 2) (IFAS Table; See Exhibit 2) A. Corporate Structure 1. Good Domestic Management through separating the Market into Eight territories each is Divided into Districts (S) 2. Best Buy had an international operation Segment (S) B. Corporate Culture 1. Every employee must have the company’s vision embedded in their service and attitude (S) 2. Best Buy had a reputation for retaining talent and was widely recognized for its superior service (S) C. Corporate Resources 1. Marketing a. Using Customer Centricity Model to market various products (S) b.Supply products that address the needs of Customer (S) c. Meet Customer Needs through End to end Solutions (S) d. More training to BestBuy Employees help it supply customer with Knowledge service which is A Value added Service (S) 2. Finance (See Exhibits 4 and 5 â€Å"Ratios & cash flows† ) a. Increase in Long Term Debt from fiscal 2008 to 2009 (W) b. After the Acquisition of Napster and BestBuy Europe Decrease in Available Cash in 2009 (W) c. Increase in Company Total Assets and Revenues due to Successful Acquisitions (S) d.Declining in the Net Income and operating Margin (W) e. The Risk of Having Bad Debts Due to increase in inventory and increase of Revenues However it’s not matching the Big increase in Account receivable (W) 3. R a. Best Buy is Willing to participate in tests of New products (with limited cost to company) (W) 4. Operations a. Increasing Revenues By growing its Customer Base and Increasing its market share Internationally (S) b. Good Domestic Management through separating the Market into Eight territories each is Divided into Districts (S) c.Best Buy had an international operation Segment (S) 5. Human Resources a. Main Objective is supplying the customer with the right knowledge of products and services (S) b. Changing the compensation struc ture into non-commissioned-based (S) c. Claims that Best Buy employees misrepresented the Manufacture warranty in order to sell its own product service and replacement plan (W) d. Best Buy had undisclosed â€Å"Anti-price matching policy† (W) 6. Information Systems a. Consolidate Data from Retialers , Act as a clearing house for info and results.Communicate the common needs and encourage innovation (S) VI. Analysis of Strategic Factors Situational Analysis (SWOT) (SFAS Matrix; see Exhibit 3) 1. Strengths. †¢ Company Image and Profile †¢ Sales Stuff Policy †¢ Strong financial Position †¢ Customer Centricity Model †¢ Diversified portfolio in Global Markets †¢ Good Horizontal Integration †¢ Talent management †¢ Good Domestic management †¢ Successful Acquisitions †¢ Credit payment policy †¢ Value Added Services 2. Weaknesses †¢ Market Space Sales †¢ Pricing Policy †¢ Assets Management †¢ Operational Cost à ¢â‚¬ ¢ Increase in LTD and Debt Management Fluctuating Leadership 3. Opportunities †¢ Potential market of Medical Portable Devices †¢ Gaming Segment growth and Smart Phones †¢ Technology Revolution †¢ Bankruptcy of Circuit City †¢ Expansion of Global Market place 4. Threats †¢ Regulations of Federal Reserve Bank †¢ Economic Down turn †¢ Decreasing the entry barrier †¢ Online Competitor †¢ Price War with Wal-Mart †¢ Wal-Mart Deal with Nintendo and Apple †¢ Strong penetration Of Competitor Review of Current Mission and Objectives 1. Bad financial position according to last 2 years. 2. Facing a fierce competition and new challenge expected. VI.Strategic Alternatives and Recommended Strategy: Strategic Alternatives. Corporate Strategy 1. Growth Strategy †¢ Growth vertically through open new stores across U. S to fill gap in fierce competition. Pros: come over competitors expansion’s strategy Cons: Cash Liquidity Iss ues. †¢ Continuing of global expansions, and focus on emerged & untapped markets. Pros: supporting of Best Buy’s overseas position to be Leader in this Marekts. Cons: domestic regulations in foreign countries and security. †¢ Horizontal integration by joint venture with new suppliers. Pros: more control on operational costCons: Management issue, and conflictions. 2. Stability Strategy †¢ Hold acquisitions in Euro zone according to economic crisis, and in Canada as well. Pros: saving more capital & cost to be invested in North America and other virgin markets. Cons: allow to competitors to raising their market share in such left market. 3. Retrenchment Strategy †¢ Develop downsizing policy in costly labor markets such (Europe). Pros: Divesting BBY improves bottom line and focus ME & Asia Markets. Cons: loosing Europe’s market share. †¢ Decreasing some of discretionary expenses in such (Advertising ) in one or two of states that saturated.Pros: s aving a lot of regular cost to be invested in domestic expansion. Cons: risk of loose customer’s positioning by time. Business Strategy 1. Differentiation Strategy †¢ Develop trade-off strategy that allow Best Buy’s customers to replace their own devices by new technology devices in justified prices. Pros: another source of money that generate liquidity for company Cons: adding operational cost line 2. Alliance strategy Build a solid strategic Alliance with a reliable brand in market space that has urgently need to access to retail market. (Win/Win) Pros: Access to know-how of online market.Cons: reveal of operations and management techniques. RECOMMENDED STRATGIES 1. Growth Strategy †¢ Growth vertically through open new stores across U. S to fill gap in fierce competition. Pros: come over competitors expansion’s strategy Cons: Cash Liquidity Issues. †¢ Continuing of global expansions, and focus on emerged & untapped markets. Pros: supporting of B est Buy’s overseas position to be Leader in this Marekts. Cons: domestic regulations in foreign countries and security. †¢ Horizontal integration by joint venture with new suppliers. Pros: more control on operational cost Cons: Management issue, and conflictions. . Differentiation Strategy †¢ Develop trade-off strategy that allow Best Buy’s customers to replace their own devices by new technology devices in justified prices. Pros: another source of money that generate liquidity for company Cons: adding operational cost line. VII. Implementation: †¢ As the recommended strategies is growth strategy so business development dept. should select strategic locations across U. S that include high traffic . †¢ The operations and mainly the supply chain department must do their best for getting best prices and cutting operations cost. Maintain the current global expansion plan and build solid studies for emerging markets and developing countries customer†™s culture there. †¢ Developing more powerful CRM application and POS systems to recognize customers data. XI. Evaluation and Control: †¢ involving the top managers, key persons and employees in operations efficiency programs †¢ Monitoring the performance regularly especially after new application applied. †¢ Follow up the plan of domestic operations that related to supplier. Exhibit 1 E F A S Exhibit 2 I F A S Exhibit 3 S F A S Exhibit 4 | |BEST BUY CO. , INC. | |CONDENSED CONSOLIDATED BALANCE SHEET | |($ in millions, except per share amounts) | | | | | | | | | | | |  |February  28, |  |  | | | |2009 | | | |  | Assets |  |   |   |  |  | |Current Assets |  |   |   |  |  | |   |C|   |$|4| | |a| | |9| | |s| | |8| | |h| | | | | |a| | | | | |n| | | | | |d| | | | | |c| | | | | |a| | | | | |s| | | | | |h| | | | | |e| | | | | |q| | | | | |u| | | | | |i| | | | | |v| | | | | |a| | | | | |l| | | | | |e| | | | | n| | | | | |t| | | | | |s| | | | |   |  |To|   |  |8| | | |ta| | |,| | | |l | | |1| | | |cu| | |9| | | |rr| | |2| | | |en| | | | | | |t | | | | | | |as| | | | | | |se| | | | | | |ts| | | | |   |L|   |  |7| | |a| | |5| | |n| | |5| | |d| | | | | |a| | | | | |n| | | | | |d| | | | | |b| | | | | |u| | | | | |i| | | | | |l| | | | | |d| | | | | i| | | | | |n| | | | | |g| | | | | |s| | | | | |  |   |6,940 |  |  | |   |L|   |  |2| | |e| | |,| | |s| | |7| | |s| | |6| | |a| | |6| | |c| | | | | |c| | | | | |u| | | | | |m| | | | | |u| | | | | |l| | | | | |a| | | | | |t| | | | | |e| | | | | |d| | | | | |d| | | | | |e| | | | | |p| | | | | |r| | | | | e| | | | | |c| | | | | |i| | | | | |a| | | | | |t| | | | | |i| | | | | |o| | | | | |n| | | | |   |  |Ne|   |  |4| | | |t | | |,| | | |pr| | |1| | | |op| | |7| | | |er| | |4| | | |ty| | | | | | |an| | | | | | |d | | | | | | |eq| | | | | | |ui| | | | | | |pm| | | | | | |en| | | | | | |t | | | | |Tradenames |  |   |173 |  |  | |Customer Relationships |  |   |322 |  |  | |Equity and Other Investments |  |   |395 |  |  | |Other Assets   |   |367 |  |  | |   |  |   |  |  | |Total Assets |  |$ |15,826 |  |  | |   |  |   |  |  | |Liabilities and Shareholders' Equity |  |   |   |  |  | |Current Liabilities |  |   |   |  |  | |   |A|   |$|4| | |c| | |,| | |c| | |9| | |o| | |9| | |u| | |7| | |n| | | | | |t| | | | | |s| | | | | |p| | | | | |a| | | | | |y| | | | | |a| | | | | |b| | | | | |l| | | | | |e| | | | |   |  |To|   |  |8| | | |ta| | |,| | | |l | | |4| | | |cu| |3| | | |rr| | |5| | | |en| | | | | | |t | | | | | | |li| | | | | | |ab| | | | | | |il| | | | | | |it| | | | | | |ie| | | | | | |s | | | | |Long-Term Debt |  |   |1,126 |  |  | |Minority Interests |  |   |513 |  |  | |Shareholders' Equity |  |   |   |  |  | |   |P |   |  |—| | |r| | | | | |e| | | | | |f| | | | | |e| | | | | |r| | | | | |r| | | | | |e| | | | | |d| | | | | |s| | | | | |t| | | | | |o| | | | | |c| | | | | |k| | | | | |,| | | | | |$| | | | | |1| | | | | |. | | | | |0| | | | | |0| | | | | |p| | | | | |a| | | | | |r| | | | | |v| | | | | |a| | | | | |l| | | | | |u| | | | | |e| | | | | |:| | | | | |A| | | | | |u| | | | | |t| | | | | |h| | | | | |o| | | | | |r| | | | | |i| | | | | |z| | | | |e| | | | | |d| | | | | |  | | | | | |—| | | | | |4| | | | | |0| | | | | |0| | | | | |,| | | | | |0| | | | | |0| | | | | |0| | | | | |s| | | | | |h| | | | | |a| | | | | |r| | | | | |e| | | | | |s| | | | | |;| | | | | |I| | | | | |s| | | | | |s| | | | | |u| | | | | |e| | | | | |d| | | | | a| | | | | |n| | | | | |d| | | | | |o| | | | | |u| | | | | |t| | | | | |s| | | | | |t| | | | | |a| | | | | |n| | | | | |d| | | | | |i| | | | | |n| | | | | |g| | | | | |  | | | | | |—| | | | | |n| | | | | |o| | | | | |n| | | | | |e| | | | |   |  |Total shareholders' |  |  | | | |equity | | | |Total Liabilities and Shareholders' Equity |  |$ |15,826 |  |  | |   |  |   |  |  | BEST BUY CO. ,  INC. CONDENSED CONSOLIDATED BALANCE SHEETS ($  in millions) (Unaudited and subject to reclassification)    | |CONDENSED CONSOLIDATED BALANCE SHEETS | |($ in millions) | |(Unaudited and subject to reclassification) | | | | | | | | | | |Mar. 3, 2012 | |Feb. 6, 2011 | |ASSETS | | | | |Current assets | | | | |Cash and cash equivalents |  $            1,199 | |  $            1,103 | |Short-term investments |                           -| |                          22 | | |   | | | |Receivables |                 2,359 | |                 2,348 | |Merchandise inventories |                 5,731 | |                 5,897 | |Other current assets |                  1,079 | |                 1,103 | |Total current assets |              10,368 | |              10,473 | |Net property & equipment |                 3,471 | |                 3,823 | |Goodwill |                 1,335 | |                 2,454 | |Tradenames |                       130 | |                       133 | |Customer relationships | 29 | |                       203 | |Equity and other investments |                       140 | |                       328 | |Other assets |                       403 | |                       435 | |TOTAL ASSETS |  $         16,076 | |  $         17,849 | | | | | | |LIABILITIES & EQUITY | | | | |Current liabilities | | | | |Accounts payable |  $            5,435 | |  $            4,894 | |Accr ued liabilities |                 2,968 | |                 2,771 | |Short-term debt |                       480 | |                       557 | |Current portion of long-term debt |                          43| |                       441 | |Total current liabilities |                 8,926 | |                 8,663 | |Long-term liabilities |                 1,099 | |                 1,183 | |Long-term debt |                 1,685 | |                       711 | |Equity |                 4,366 | |                 7,292 | |TOTAL LIABILITIES & EQUITY |  $         16,076 | |  $         17,849 | | | |BEST BUY CO. , INC. | |CONDENSED CONSOLIDATED STATEMENTS OF EARNINGS | |($ in millions, except per share amounts) | |   |  | | | | | |Feb. 8, | | | | | |2009 | | |Revenue | | |$ |4 5,015 | | |Cost of goods sold | | |34,017 | | |Gross profit | | |10,998 | | |Gross profit % | | |24. 4% | | |Selling, general and administrative expenses | | |8,984 | | |SG % | | |20. 0% | | |Restructuring charges | | |78 | | |Goodwill and tradename impairment | | |66 | | |Operating income | | |1,870 | | |Operating income % | | |4. % | | |Other income (expense) | | | | | |Investment income and other | | |35 | | |Investment impairment | | |(111 |)| |Interest expense | |)|(94 |)| |Earnings before income tax expense and minority interests | | |1,700 | | |Income tax expense | | |674 | | |Effective tax rate | | |39. % | | |Minority interests | | |(30 |)| |Equity in earnings (loss) of affiliates | | |7 | | |Net earnings | | |$ |1,003 | | | | | | | | | | | | | | |Earnings per share | | | | | |Basic | | |$ |2. 43 | | |Diluted(1) | | |$ |2. 39 | | | | | | | | |Dividends declared per common share | | |$ |0. 4 | | | | | | | | |Weighted average common shares outstanding (in millions) | | | | | |   | | | | | |Basic | | |412. 5 | | |Diluted(1) | | |422. 9 | | |BEST BUY CO. , INC. | |CONDENSED CONSOLIDATED STATEMENTS OF EARNINGS | |($ in millions, except per share amounts) | | | | | | | |Feb. 7, | | | | |2010 | |Revenue | | |$ |49,694 | | |Cost of goods sold: | | | | |Cost of goods sold | | |37,534 | | |Restructuring charges – cost of goods sold | | |— | | |Total cost of goods sold | | |37,534 | | |Gross profit | | |12,160 | | |Gross profit % | | | 24. 5 |% | |Selling, general and administrative expenses | | |9,873 | | |SG&A % | | |19. 9 |% | |Restructuring charges | | |52 | | |Operating income | | |2,235 | | |Operating income % | | |4. |% | |Other income (expense) | | | | |Investment income and other | | |54 | | |Interest expense | | |(94 |) | |Earnings before income taxes and equity in earnings of affiliates | | |2,195 | | |Income tax expense | | |802 | | |Effective tax rate | | |36. 5 |% | |Equity in earnings of affiliates | | |1 | | |Net earnings including noncontrolling interests | | |1,394 | | |Net earnings attributable to noncontrolling interests | | |(77 |) | |Net earnings attributable to Best Buy Co. , Inc. | |$ |1,317 | | | | | | | | | | | | |Earnings per share attributable to Best Buy Co. , Inc. | | | | |Basic | | |$ |3. 16 | | |Diluted(1) | | |$ |3. 10 | | | | | | | |BEST BUY CO. , INC. | |CONSOLIDATED STATEMENTS OF EARNINGS |($ in millions, except per share amounts) | |(Unaudited and subject to reclassification) | | | | | | | | | | | | |Twelve Months Ended | | | | |Mar. 3, | |Feb. 26, | | | | |2012 | |2011 | | |Revenue | |  $ 50,705 | |$49,747 | | |Cost of goods sold | |38,113 | |37,197 | | |Restructuring charges – cost of goods sold | |                 19 | |                 9 | | |Gross profit (24. 8%, 25. 25. %) | |     12,573 | |  12,541 | | |Selling, G&A expenses | |  Ã‚  10,242 | |10,029 | | |Goodwill impairment | |1,207 | |  Ã¢â‚¬â€ | | |Restruc turing charges | |                 39 | |           138 | | |Operating income | |        1,085 | |      2,374 | | |Other income (expense): | | | | | | |Gain on sale of investments | |                 55 | |  Ã¢â‚¬â€ | | |Investment income and other | |                 37 | |              43 | | |Interest expense | |         (134) | |           (86) | | |Earnings from continuing operations before income tax    | |        1,043 | |      2,331 | | |expense and equity in (loss) earnings of affiliates | | | | | | |Income tax expense | |            709 | |           779 | | |Effective tax rate | |68. 0% | |33. 4% | | |Equity in (loss) earnings of affiliates | |               (4) |                 2 | | |Net (loss) earnings from continuing operations | |            330 | |      1,554 | | |Loss from discontinued operations, net of tax | |         (308) | |        (188) | | |Net (loss) earnings including noncontrolling interest | |               22 | |      1,366 | | |Net earnings from continuing operations attributable to | |     (1,387) | |        (127) | | |noncontrolling interests | | | | | | |Net loss from discontinued operations attributable to | |            134 | |              38 | | |noncontrolling interests | | | | | | |Net (loss) earnings attributable to Best Buy Co. , Inc. | |  $(1,231) | |  $ 1,277 | | | | | | | | | | | | | | |Continuing operations | |  $   (2. 89) | |  $    3. 51 | | |Discontinued operations | |  $   (0. 47) | |  $ (0. 37) | | |Basic (loss) earnings per share | |  $   (3. 36) | |  $    3. 4 | | | | | | | | | | | | | | |Continuing operations | |  $   (2. 89) | |  $    3. 44 | | |Discontinued operations | |  $   (0. 47) | |  $ (0. 36) | | |Diluted (loss) earnings per share | |  $   (3. 36) | |  $    3. 08 | | | | | | | | | |Dividends declared per Best Buy Co. , Inc. common share | |  $       0. 2 | |  $    0. 58 | | | | | | | | | | | | | | | | | | | |Basic | |        366. 3 | |      406. 1 | | |Diluted | |        366. 3 | |      416. 5 | | |F|   | |e| | |b| | |r| | |u| | |Febru |   | |BEST BUY CO. INC | |CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS | |($ in millions) | |(Unaudited and subject to reclassification) | | | | | | | | | |Twelve Months Ended | | | |Mar. 3,   | |Feb. 6,   | | | |2012 | |2011 | |OPERATING ACTIVITIES | | | | | |Net earnings including noncontrolling interests | |  $                  22 | |  $             1,366 | |Adjustments to reconcile net earnings to total cash provided by| | | | | |operating activities: | | | | | |Depreciation and amortization of definite-lived intangible | | 45 | |                     978 | |assets    | | | | | |Goodwill impairment | |               1,207 | |  Ã¢â‚¬â€ | |Realized gain on sale of investments | |                    (55) | |  Ã¢â‚¬â€ | |Other, net    | |                    462 | |                     209 | |Changes in operating assets and liabilities, net of acquired | | | | | |assets and liabilities: | | | | | |Receivables | |                    (28) | |                    (371) | |Merchandise inventories | |                    120 | |                    (400) | |Accounts payable | |                    643 | |                    (443) | |Other assets and liabilities    | |                    (23) | |                    (149) | |Total cash provided by operating activities | |               3,293 | |                  1,190 | | | | | | | |INVESTING ACTIVITIES | | | | | |Additions to property and equipment | |                  (766) | |                    (744) | |Other, net    | |                     42 | |                     175 | |Total cash used in investing activities | |                  (724) | |                    (569) | | | | | | |FINANCING ACTIVITIES | | | | | |Repurchase of common stock | |              (1,500) | |                 (1,193) | |Borrowings (repayments) of debt, net    | |