Distribution channel management

Distribution channel management CHAPTER 1: Introduction This chapter will introduce the topic, specify the key aim and objectives of the dissertation, discuss the research approach and state the dissertation outline. The key aim of this chapter is to establish the foundation for the research topic by giving out basic information. Introduction The research is about study of distribution channel management at Dell Computers, UK. The dissertation is more practical in nature, studying the Distribution Channels of Dell, both at a strategic and an operational level. I would be analysing the business function on its efficiency and effectiveness, comparing with the other industry performers. I would mostly be comparing the function against Sony Electronics, the most respected name in multi-channel distribution network; Acer, pioneer of value computing products and proprietary brands like Advent. Dell Inc. is a multibillion dollar, multinational technology firm that manufactures, develops, sells and supports personal computing and computer related products. Dell has seen a rapid growth to become one of the top three vendors in the PC manufacturing industry, and has seen a substantial increase in share price and market value. While many other companies were unable to handle the demands of the competition, Dell has proved successful in such an environment. The main key to success to Dell has been its two innovative practices that is direct sales and build-to-order business model. This model is simple as a concept but highly complex to execute, especially in the present conditions of rapid growth and change. Dell has continually renewed and extended its business model while striking a balance between control and edibility. Dell made changes in its design, manufacturing, procurement, and logistics processes to reduce the costs, and to speed up the entire distribution system. It has expanded into International markets and it started making notebook and server product lines which has led to extraordinary profits for dell, and has given a great market value for the company. Dell has reached sales of $18.2 billion by the year 1998, with a profit of $1.46 billion, and Dells market share in the PC market grew from 3% in 1995 to 9.2% in the year 1999 with stock price increasing by 40 times. Dells market capitalization has reached $100 billion. Research aim and Questions The primary purpose of my research work is to analyse the role distribution channels play in the functioning of a business, both in the long run and in the short run. My study is to present a detailed description of the unique distribution channel adopted by Dell Inc., analyse its efficiency and effectiveness, identify possible loopholes and put forth recommendations for development. My study is being undertaken with an aim to answer the following research questions: How are the various distribution channels organised within Dell Inc.? How does it compare with its competitors? How effective and efficient is this channel management at Dell? What can be done to make it better? The four research questions are the guiding blocks of my entire research and all of the work would be keeping them in view. Distribution Channels within Dell: I would be looking at Dells innovative distribution channel management which has literally revolutionised the importance of Direct Marketing in the consumer electronics space. Direct marketing is still the primary distribution mechanism within Dell. I would be documenting the evolution of this concept within Dell right from its customized sales regime during PCs Limited to the complex and sophisticated systems that it employs currently. I would be presenting a visual of the entire distribution network that it stands at today. Comparison with its competitors: I would be comparing the dynamic distribution systems of its arch rivals. Sony, Acer, Advent and HP Compaq are the brands that I would be concentrating upon. I would be looking at the strategies adopted in different economies, though my primary concentration would be on the English markets. Efficiency and Effectiveness: I would be conducting an efficiency and effectiveness test of Dells powerful distribution network against its competitors. This would be an empirical study. I would be concentrating on the parameters of Customer Satisfaction and Vendor relationship management. Recommendations: Finally, I would be putting forth recommendations for future developments along with the cost benefit analysis of such implementations. Research approach The study is conducted by collecting secondary data and primary data. Secondary data is collected from books, journals, government websites, company documents whereas primary data is collected by means of survey questionnaire distributed among channel partners and the end customers. Participants of research would be intermediaries in the distribution network and the end customer. In order to select the participants the study has made use of stratified random sampling method in order to make sure that major demographic segments are represented while selecting the samples (Rao Skinner, 1996). Questionnaire design consists of two parts. The first part contained the demographic information while the second part dwelled on each of the subjects perception on each variable using five point likert scales from 1 (Strongly Agree) to 5(Strongly Disagree). The study did not require any assistance from a third party or any other institution. In order to collect data the study made use of web portal survey to distribute survey and get responses. The system was designed in such a way that the respondent have to submit all the answers. Out of 60 questionnaires, responses for 50 surveys were obtained. The duration for the survey was kept as two weeks, a reminder mail was being sent to the respondents at the end of week one to remind them. Importance of the study Organizations have been undergoing strategic changes over the past decade. More so in the past couple of years. The current recession has proved that risk management and strategic planning are most vital for an organizations long lasting and self-sustaining performance. My work will strive to highlight one such areas of strategic thinking and inform the senior management about the benefits involved. Research Scope My work would primarily be concentrated on the UK market. Though Dell is a global corporation with intermediaries present across the globe, all working towards forming an effective value chain to maximize business potential and ensure efficiency in operations; UK being the second biggest market after the US will be a general approximation of the entire organizational behaviour. Furthermore, the cosmopolitan nature of London and demographic diversity ensures that it would be a close estimate of the general population. Limitation of Research I intend to undertake my research as comprehensively as possible. As in any research work, inherent are some unavoidable drawbacks in my study. Few of them are: Financial and Time Constraints: As outlined before, the scope of my work is limited to the English market. Financial and time constraints of my semester mean that Im not able to conduct a global research that would be more apt in this case. Personal bias. Most of my work is conducted through a personal observation method; as such it is prone to my personal bias. However as the person who is to do the entire research right from formulation of research questions to recommending solutions, I would be most qualified to comment on the topic. Information Constraints. Distribution channel model is a sensitive piece of company information. Though I have secured access to Dell, wherein I could do all the data mining myself, the extent of information that I would be able to muster about the rivals model is still to be seen. Dissertation outline The structure of the dissertation is as follows Chapter 1: Chapter 1 encompass introduction to the topic, followed by brief background into the research topic. This beginning chapter also lays bare aims and objectives of the research followed by structure of the thesis. Apart from that this chapter also gives information on the research approach adopted and the limitations of the research. Chapter 2: The literature review section of the dissertation explores the definition of distribution, channel, and distribution channel and distribution channel management. Apart from that the section also examines the activities and the levels of distribution channel. The latter half of the section focuses on the distribution strategy adopted by Dell, Sony and Acer. The final section compares the distribution strategy by all the three players. Chapter 3: The thesis then moves on to methodology section wherein the research model, research framework and data collection methodology is discussed. Questionnaire method is used to collect the necessary data from the consumer. Chapter 4: This chapter explores data findings Chapter 5: This chapter presents the conclusion. Chapter 6: This includes references using Harvard referencing style Chapter 7: This includes the Appendix Summary The chapter introduced the topic of the dissertation, specified the key aims and objectives of the research. Discussed the research approach in form of secondary and primary data collection through the means of questionnaire and clearly stated the limitations of the research in brief. The chapter also outlines the research structure specifying the contents of each chapter. Chapter 2: Literature Review During my research, I would primarily be looking towards the concepts of Distribution Channel and its management. I would be guided by the various contributions in the field, though my work would primarily be influenced by the theories and suggestions of Philip Kotler in the area. A Professor of Business Studies at the Kelloggs Business School, Kotler is often regarded as the Father of Modern Marketing. My work also coincides with various other management thinking like Consumer Behaviour, Relationship Management, Marketing Mix and Optimization, among others. Definition Distribution Kotler (1996) states that distribution is a key element in the marketing mix (place amongst the 4Ps). It is the systems and practices in use which make a product or service available to the consumer of such a product or service. Channel Channel is defined as a set of interdependent organizations involved in the process of making a product or service available for consumption or use (Gorchels, West, Marien, 2004). It can also encompass physical movement, warehousing, ownership of the product, presale transaction, post-sale activities; order processing, credit and collections; and other different types of support activities (Gorchels, West, Marien, 2004). Distribution Channel The Distribution Channel is the chain of intermediaries, each of them passing on the product or service to another intermediary until it reaches the consumer. The business dictionary defines it as The route by which a product or service is moved from a producer or supplier to customers. A distribution channel usually consists of a chain of intermediaries, including wholesalers, retailers, and distributors, that is designed to transport goods from the point of production to the point of consumption in the most efficient way (Dictionary, 2010) Another definition of Distribution channel states A group of independent and interdependent organizations involved in the sale and movement of goods and services to the end users may be called a distribution channel or network (Gorchels, West, Marien, 2004). More specifically, a distribution channel is: The transfer of goods from manufacturer to the end user. Route of a company for distributing the goods. The process of moving goods from the manufacturer to the consumer. A supply chain consisting of all parties in between production to the end user. Types of channel members The activities in the distribution channel can be carried out by the marketer himself or it can be carried out by specialist organizations. The specialist organizations and the channel members can be categorized into two types. Resellers Specialty Service Firms. Resellers are the companies which usually buy and take the ownership of the products from the manufacturer with the intention of selling to end consumers. An organization can have one or more than one reseller in the chain. The network or chain of resellers is known as reseller network. The resellers can be further classified into: Retailers: A retailer sells the product directly to the end customer. Wholesalers: Wholesalers buy the products from manufacturer or other wholesalers and then they sell the products to the retailers. Industrial Distributors: They are the ones who sell products from one business to other, they are suppliers who buy the goods and sell it to another firm. Specialty service firms are organizations that do not take the ownership of the products. They also provide additional services along with the products. Specialty firms can be: Agents and brokers: They are the firms which bring together the suppliers and buyers and mediate the sale and they charge a fee for this kind of service. Distribution service firms: They provide services which help with the movement of goods in the distribution channels like transportation, processing and storage of goods and products. Others: They are the firms which provide other services to the channels in distribution like insurance, routing assistance etc. The distribution channels consist of many parties among which each of them is trying to meet their objectives. Relationships between channel members should be strong with each others especially on which they are depending for the further distribution of product. Levels The arrangement of the distribution channels can be classified into two types: Independent channel arrangements. Dependent channel arrangements. Independent channel arrangements: In this type of arrangement the channel members negotiate deals with others which do not result in the binding of the relationships. Channel members are free to make arrangements which they feel is in their own and best interest. An individual member decides what is best for them and not the entire channel. This is also called conventional distribution arrangement and often significant conflict as each member decides what is best for him and not in concern with the entire channel There are four levels of distribution channels. Channel 1 is called the direct marketing channel which is the distribution of products or services from the manufacturer to the customer. The best example for this channel is Dell which does not makes use of any intermediaries to distribute its products to end customers; there are no retailers, agents or wholesalers. The channel does not have any intermediaries. This type of channel helps to eradicate the excess cost and also helps to have good control over the quality and marketing. The other three channels fall in the category of indirect marketing channels. The second channel has one intermediary, if the market is a consumer market the one intermediary is basically a retailer. Electronic consumer goods market of UK is an example of second type of channel arrangement. In this type of distribution arrangement the companies sell good to large retail chains, example would be Sony, Canon, and HP selling their electronic goods to large retail chains such as Dixons. These retailers in return sell the goods to the end customer. The role of the wholesale in this channel is to buy the products at bulk from the manufacturer and then sell the same to retailer in smaller quantities. This model works best for retailers on small scale and not for big chains such as Dixons. This type of distribution channel is best when there are large number of small retailers and not big companies. Example in this case would be the medical drugs distribution market in the UK. The fourth channel has added level to it in the form of agents who work as intermediary between manufacturer and wholesaler. The agent acts as representative for both the sides. This works in textile market. A direct distribution channel is where a company sells their products direct to consumers. While direct channels were not popular many years ago, the Internet has greatly increased the use of direct channels. Additionally, companies needing to cut costs may use direct channels to avoid middlemen mark-ups on their products. Distributors, wholesalers and retailers are the primary indirect channels a company may use when selling their products in the marketplace. Companies choose the indirect channel best suited for their product to obtain the best market share; it also allows them to focus on producing their goods. Though, in practicality, a number of other players exist, they can be generalised to the above. The specific channel of distribution adopted by a company depends, to a major extent, on its business model, the industry type and the scale of its operations. As an Instance, Sony has its own set of company operated exclusive showrooms. The strong brand equity of Sony, the scale of its business and clearly identifiable product differentiations that it enjoys with the consumers, allow it to leverage on its economies of scale and scope by operating its own outlets. Directly, this result in better margins for the company and indirectly it helps building on its already demanding brand leadership. Dell, on the other hand, relies more on online sales. This is because of the organization of its service delivery utility. Dells business model is based upon its centralised manufacturing facilities, rather than the nuclear organization at Sony. Online sales suits such a strategy by negating the high costs of transportation and inventory planning issues involved. A manufacturer selling a physical product might require three channels: Sales Channel, Delivery Channel, and Service Channel. In Our case, Dell uses telephone and internet as sales channels, express mail services as the delivery channel and local repair people as its service channel. Distribution Channel Activities Distribution includes different range of activities (Richard Gay, 2007) Linking many suppliers to provide wide range of consumer choice Assist the exchange process identify the needs of the buyer in the context of product categories, quantities, range etc. and devise manufacturing, inventory and packaging schedules to fit. Marketing information: This encompass collection, distribution and analysing marketing research information such as the past sales data about the players within the organizations marketing environment. Promotional activities- This involves setting of promotional objectives and activating the various elements of the marketing communications mix and measuring their effectiveness, this will encompass identify and communicate with prospects. Pricing: Deciding on the sales terms and conditions at each stage of the value chain Risk management This includes analysis and resource sourcing required for involvement in the channel , the degree of control and influence and the potential benefits such as revenue and profit generation. Physical Distribution Management It includes the transportation all aspects of warehousing management and information flows. Other Activities that may be part of the distribution channels are as follows: Order Generation. Handling of Goods. Shipping of Goods. Storage of Goods. Display of Goods. Promotion of Goods. Sale. Feedback. Distribution Channel Management Distribution Channel Management is all about getting the product or service to the right people at the right time under the constraints of profits, efficiency and effectiveness. Successful marketing does not end when a business has developed a product or service and has found its appropriate target audience with a view to selling it at the right price. The next issue that needs to be faced is how they are going to distribute and sell this product/service to these people- the consumers. When a product/service is purchased by a consumer, it may have been bought directly from the business, or it may have been through a number of intermediaries (wholesaler, retailer, etc.): these are known as distribution channels. Small businesses need to acknowledge the different types of distribution channels to utilize sales potential. Distribution channel management involves a lot of channel decisions, strategic alternatives and numerous linking concepts, all of which would be explored in my research paper. Distribution channel management involves a lot of channel decisions, strategic alternatives and numerous linking concepts. The PC industry is driven by rapid technological improvements in components, particularly microprocessors, other semiconductors, and storage devices. The improved performance of hardware has been matched historically by increased complexity of software, creating demand for the latest hardware. This means that time is a critical competitive factor in the industry in two ways: Firstly, excess inventory loses value (at an estimated 10% per month 😉 and costs money; Secondly, products incorporating the most advanced technologies are in high demand and carry a price premium. As a result, companies that minimize inventory and bring new products to market faster can reduce costs, increase market share, and maintain higher margins. Two factors come into play in determining the ability of PC companies to manage inventory and introduce new products. First is the standardized, modular nature of the PC. PCs are built from standard components, using common architectural interfaces determined largely by Intel, Microsoft, and, earlier, IBM. PC makers also can outsource much of their production and purchase components from a well-established production network of contract manufacturers and components suppliers. This makes it quite easy for PC companies to introduce new PCs with the most advanced technologies. By the 1990s, PC makers could no longer gain much of an edge by virtue of design and manufacturing, as everyone had access to the same technical information and supply base. The difference among PC companies was determined increasingly by the second factor-the structure of distribution. The traditional distribution system of the PC industry is an indirect model often referred to as the channel. The PC maker sells its products to distributors, who buy products from many manufacturers and then sell them to a variety of retailers, resellers, system integrators, and others, who sell products and services to the final customer. This distribution system was an effective means for distributing high volumes of PCs with a variety of configurations to reach a broad customer base. However, it had inherent weaknesses that left it vulnerable in a time-based competitive environment. First was its reliance on market forecasting to drive production. Even the most successful PC makers, such as IBM, Apple, and Compaq, were chronically bedevilled by their inability to accurately forecast demand in a market driven by ever shorter product cycles. They were either caught with short supplies of hot products, causing them to lose sales to competitors, or stuck with excess inventories of slow sellers, which clogged the distribution channels and often had to be sold at a loss to move them out. Even with the best forecasting, the indirect model was plagued by the need to hold inventory at each step. In the early 1990s, it was common for PC makers to have up to 90 days of inventory on hand and in the channel. The high inventory costs and lack of responsiveness of the indirect channel meant that there was an opportunity for someone who could a way to circumvent the channel. The company that seized this opportunity was Dell, which pioneered a new business model based on selling PCs directly to the final customer, and building the PC only when an order was received Selling directly removes two links in the supply chain where inventory could build up and also enables Dell to know its final customers, provide better service to them, and promote repeat or expanded sales to them. Build-to-order production allows Dell to introduce new technologies as soon as customers want them and makes it possible to adjust production to demand very quickly. It also means that Dell does not purchase components and assemble PCs until it has received payment from the customer, giving the company a negative cash conversion cycle in which it receives payment from customers before it must pay suppliers. The current environment for the computer hardware industry is shaped by several macro forces. Primarily, Dell and its competitors are influenced by economic, demographic, technological and national forces. Government, social, physical and national forces peripherally affect the computer hardware industry to varying degrees. The commoditization of the personal computer-a vital tool for business and consumer. Customers- are a key driver for the economics of this industry. Corporate spending accounts for 80% of all technology spending, and economic conditions decreasing business capital expenditures has a negative and direct impact on the computer hardware industry. While this industry is mature in the U.S., leading to decreased growth expectations, computer spending by other countries around the world will likely fill this void. Pricing in the computer manufacturing industry is extremely competitive. IT reflects the rapid pace of technological change and decreasing PC costs. Since 2000, the prices of chips and disk drives declined and the standardization of primary components of PCs led to a decline in PC prices. Direct sellers, including Dell, have traditionally been able to under-price indirect sellers in the industry including Compaq and HP. However, most PC vendors now offer a desktop model for less than $500 and a laptop for $700. Key success factors for companies in this industry continue to evolve as the industry matures. Specifically, they include: Competitive prices Superior relationships with suppliers Product customization for business and consumer customers Quality customer service Excellent cost structure Channel Issues Some of the channels issues that the companies face are as follows Product related issues Promotions related issue Pricing related issues Target market related issue Product related issues: The nature and type of the product decides the distribution option that should be chosen for the product. A few products require special handling. Ex. Flowers, Fragile goods etc. Promotion related issues: The type of promotions that are required to sell the products to the customers also decides the distribution options; there are products which require an extensive contact of the sales person with the customer like automobiles etc. and there are products which require no sales assistance from the sales person like milk etc. Pricing issues: The price at which the marketer desires to sell their product also decides the distribution option for the channel if a product is prices really less it cannot have many members in the distribution channel as each one of them looks at making their own profit in the channel. Target market issues: The distribution channel is successful only if the product can reach the right customer. Choosing a distribution channel is the path to reach the target customer. A key decision in setting of a channel arrangement is for the marketer to choose the approach to reach his target customer in the best possible manner. Dell Company Background Dell Inc. is a multibillion dollar, multinational technology firm that manufactures, develops, sells and supports personal computing and computer related products. Based out of Texas, it employs over 75,000 people globally and is amongst the biggest players in the personal computing space. With revenues crossing 60 billion dollars in 2009, it is a Fortune 500 listing. Dell is a brainchild of Michael Dell, when he was a student at the University of Texas. PCs limited was started by him with a meagre capital of $1,000. The company produced its first computer in 1985, the Turbo PC sold for $1,000. Powered by an Intel 8088 compatible processor running at 8 MHz, it was the start of the most successful story in the modern computing space. Pcs Limited offered these machines in a variety of specifications, customised to each order amongst a pre-defined choice sets. Though not the first company to use this model, it was the pioneer to succeed using it. In its first year of trading, the compan y grossed over $ 70 million. In 1988, the company was renamed as Dell Computer Corporation. In 1987, the company expand overseas with a fully functional service and assembly centre in Ireland. Within the next few months, the count reached eleven. In June 1998, Dell became public with a 50 million dollar Initial Public Offering, one of the biggest in its times. In 1990, Dell test marketed a multi-channel retail distribution strategy with little success and was forced to return back to its direct marketing channel. In 1992, Dell featured in the Fortune 500 list for the first time. In 1992, it started on line sales, by offering its products, initially through its own website and later on through various partners and compare websites. In 2002, Dell expanded its product line by foraying into the consumer electronics segment. It also started manufacturing computer accessories with the launch of the dell branded home and office printers. In 2003, the company was named Dell Inc. so as to parallel its brand name with the variety of product offerings that it started. In 2005, Dell saw its international sales exceeding its domestic ones for the first name. The company was now a truly global performer, featuring in the top 5 power brands, both in the emerging markets as well as the developed economies (Dell Inc., 2006). Organizational Structure Dell Corporations organizational structure is a functional, decentralized structure. The company encourages different departments and functional components to contribute ideas to enhance the strength of the organization. The hierarchical structure provides defines the various functions provided by D

Football satire Essay

It is that time of year again; the NFL is kicking off another season. Millions of men are ready to get settled in their favorite chair and spend each Sunday afternoon in their underpants, watching hours upon hours of NFL games and highlights. It is also time for wives and girlfriends to meticulously plan and carry out sexual affairs, mostly with foreign men who have little or no interest in American football. Sally lives in downtown Pittsburgh and her husband is a huge fan of the Pittsburgh Steelers. â€Å"He watches every game, every highlight, and every report. He doesn’t miss anything, and that gives me time to have an affair with Simon, my British lover†, she told reporters. Like Sally, a growing number of American women now look forward to the NFL season, instead of dreading it as they have in the past. â€Å"I used to get so angry during football season†, said Sally, â€Å"but now, it’s a great time for both of us. He gets to watch all of the games, and I get to have an affair†. Last year, Sally suggested to several of her girlfriends that they too, have an affair during the NFL season. From this, a new subculture was born. â€Å"At first, I wasn’t sure if I should†, said Sally’s friend, Allison. A few weeks later, just after the pre-season, Allison found herself on a date with Simon’s friend, Ron. Days later, an affair began between the two. â€Å"It’s nice† says Allison, â€Å"Ron doesn’t care about football, I have my affair, then season is over and I can get back to my relationship with my husband. Everybody wins this way†. Marriage experts frown on what is being called â€Å"gridiron affairs†, but acknowledge that in some cases, it can keep a relationship or a marriage together. â€Å"Some men really do care way too much about the NFL†, says relationship specialist Dr. Parker. â€Å"Having the affairs may keep wives and girlfriends from getting angry and resentful, and therefore keep an otherwise healthy relationship together.† Parker stresses that there are better ways to deal with the NFL season, such as planning a night together each week when football is not televised. Sally and Allison, however, plan to continue their â€Å"football flings† as long as their husbands insist on watching hours of football each week. â€Å"No way am I giving up Simon†, says Sally. â€Å"Not until my husband stops loving football, which isn’t likely to happen anytime soon â€Å".

General Trends of English Politics Before The Viking Invasions Essay

Do you detect any general trend or trends in the pattern of English politics before the Viking invasions? Although there were sporadic Viking attacks on the coasts of the Anglo-Saxon kingdoms from 793 onwards, the Viking invasions, when large forces started to appear for sustained campaigns, should probably be seen as beginning in 865, when a â€Å"heathen army† encamped on Thanet.1 Before this time, we see a trend in English politics of increasingly extensive overlordship of some kings over others. There is debate about the extent of these overlordships, but it seems reasonable to suggest that certain kings at certain times were able to dominate other kingdoms, and also that there was some increase in the area a king might aspire to control. However, there is more argument about what this trend might mean, and particularly whether it can be seen as part of an inexorable progression towards the unification of the Anglo-Saxon kingdoms in the ninth and tenth centuries. I shall argue that the pattern tended to a limit, and that there is no reason to see unification as its inevitable result, for three main reasons. Firstly, we see another trend that, as kingdoms grew both in size and strength, it became harder to convert overlordship into amalgamation, although this is seen in some cases. Secondly, I shall contend that the overlordship seen was based upon opportunism, with little or no institutional continuity between different overlords. Thirdly, the nature of Anglo-Saxon politics was such that no kingdom before the Viking invasions could sustain its ascendancy sufficiently for the trends to represent long-term moves towards unification. The best way to explain the eventual unification is not as a result of long-term trends, but as West Saxon opportunism at a time when the other kingdoms were weak, buttressed by a latent sense of united ecclesiastical identity, which the Viking threat brought to the surface. The main trend that we see in the pre-Viking Anglo-Saxon kingdoms is the growth of overlordship, whereby one political unit, while retaining a degree of separate identity, and quite possibly its own ruler, was dominated by another. Bede uses a variety of terms to refer to different rulers, including rex, princeps and subregulus. The impression that one gets from this is a complex patchwork of kings, with some subordinate to others: Dumville and Campbell both justifiably point out that the terminological variety suggests that there was no universal pattern, but a web of dependent relationships; this is similar to the situation in Ireland at the same time. It is likely that such relationships go back to the beginning of the Anglo-Saxon period; Kirby points out that this would hardly be surprising, since Tacitus describes similar hierarchies in Germany. However, we do see overlordship being exercised over increasingly large areas: the traditional starting point here is Bede’s lis t of seven kings who ruled â€Å"over all the southern kingdoms†. 2 The evidence does generally support the view that these kings exercised considerable power over large parts of England. Keynes asserts that it is inconceivable that Aelle of Sussex and Ceawlin of Wessex, the first two rulers, could have wide ranging power. We know little about them, but the Chronicle entries do suggest that they were significant and had successes, particularly against the Britons.3 Furthermore, Myres’ studies of the distribution of pottery fragments suggest that both rulers exercised some authority in the Midlands and East Anglia, since pottery finds match those in their native kingdoms. The evidence is not sufficient to suggest that they had control as far north as the Humber, but we would be unwise to dismiss the idea that these kings had some form of overlordship over much of southern England. Furthermore, Keynes is sceptical about Aethelbert of Kent’s power, suggesting that Bede’s reiteration of the claim that he was king of all the land south of the Humber4 shows that this was dubious, requiring repetition to convince readers. However, the papal appeal that Aethelbert should spread the Word to his subjects suggests that he had considerable power, as Higham argues, even if he was not literally â€Å"king of the English†, the style accorded to him by the appeal.5 It is less easy to rebut Keynes’ diminution of Raedwald of East Anglia, since we know very little about him. If we could be more certain that the person buried at Sutton Hoo is indeed Raedwald (as many historians posit), we could assume that he was a very rich and powerful king; however, Keynes does not give us any positive reason to doubt Bede’s claim regarding Raedwald’s wide overlordship. Although Keynes asserts that Bede makes inflated claims about the scope of the influence of Edwin, Oswald and Oswiu of Northumbria, there is no strong evidence to support this: Bede’s account is internally consistent, giving examples of these kings intervening in the Mevanian Islands (Angelsey and Man),6 Wessex,7 East Anglia,8 and Mercia9 at various times. These interventions could be entirely military (as is implied for the islands) or could involve peaceful shows of power, such as Oswald’s participation in the baptism of Cynigils of Wessex. It seems reasonable to conclude that these kings did exert influence across large parts of Southumbria and it appears that the areas they could control increased; Keynes’ attempt to deny extensive overlordship in this period to strengthen his (already strong) case against a formal Bretwaldic institution is not particularly convincing. Furthermore, overlordship did not end with Oswiu: indeed, the later Mercian kings were possibly even more successful in securing practical overlordship across much of Southumbria. Bede acknowledges that the southern kingdoms were subject to Aethelbald at the time he was writing,10 supporting Dumville’s conclusion that the omission of the Mercian kings from the earlier list was prompted by concern to curtail the digression from Aethelbert’s death, rather than Northumbrian bias. There is evidence of Mercian hegemony in the south before Aethelbald: Bede explicitly states that the South Saxons were subject to Wulfhere11 and Eddius refers to Wulfhere’s ability to draw forces from all the southern kingdoms.12 Furthermore, charters give us evidence that Mercian kings were overlords in Southumbria: in the Ismere Diploma, Aethelbald is styled â€Å"king not only of the Mercians but also of all provinces which are called by the general name ‘South English'†;13 Offa could confirm a land grant by an ealdorman of the South Saxons;14 Offa was apparently the â€Å"most beloved lord† of the Hwicce;15 Offa was in a position to revoke a grant of land by the King Egbert of Kent;16 Wiglaf could grant land in Worcestershire;17 and Brihtwulf could do the same in Berkshire.18 This charter evidence is very important: it demonstrates that the kings of Mercia in this period claimed authority over other southern kingdoms and also implies that this authorit y could have practical manifestations, such as the right to grant land or at least to confirm grants made by their underkings. The extent of their authority seems to decline after Offa, but the principle of overlordship, in a more limited sense, continued. One of the most debated possible indicators of widespread Mercian overlordship is the document known as the Tribal Hidage. The difficulties and ambiguities of this text are such that the charter evidence cited is a far stronger sign of extensive Mercian overlordship, but there is a significant possibility that the Tribal Hidage is a Mercian tribute list, estimating the tribute that the Mercian kings hoped to collect from southern kingdoms. Higham’s bold self-confidence in dismissing a Mercian origin is unwise, in that such levels of certainty are wholly inappropriate in this context: all we can do is suggest hypotheses, while accepting that other hypotheses may be valid. As Featherstone and Sawyer point out, the methodical arrangement, with the kingdoms being arranged in an approximately clockwise order around Mercia, hints at a Mercian origin. The inclusion of a figure for Mercia, which Higham sees as evidence that the document is a Northumbrian tribute list, might be an assessment of internal food renders, Featherstone suggests. The preservation and copying of the Tribal Hidage imply that there was some practical purpose in estimating the hidation of Southumbria: it is still possible to accept tentatively the claims of Davies and Vierck that the Tribal Hidage is an indicator of widespread Mercian overlordship. There is some agreement that Egbert of Wessex, whom the Anglo-Saxon Chronicle appends to Bede’s list of overlords and styles Bretwalda (Manuscript A – ‘ruler of Britain’) or Brytenwalda (other Manuscripts – ‘wide ruler’), was overlord of extensive territories. Keynes accepts the Chronicle’s claim that Egbert â€Å"conquered the kingdom of the Mercians, and everything south of the Humber†;19 this statement must cast doubt upon Stenton’s assertion that the extent of Egbert’s overlordship was not comparable to Offa’s. Nevertheless, Keynes’ claim that Egbert was the first, not the eighth, wide ruler is dubious: the evidence very strongly suggests that overlordship had been an aspect of Anglo-Saxon politics for centuries. However, the territories being brought under a single overlord were tending to increase in scale: the archaeological record suggests that the early great kings, like Aelle and Ceawlin, could aspire to rule much of the land south of the Humber, but nothing like as much as the later Mercians and Egbert. This trend was not relentless: in the period between Offa and Egbert, there is little evidence of comprehensive overlordship on the scale of either of these rulers. Although we observe this trend towards the formation of more extensive overlordships, we should not conclude, as Stenton and John do, that this trend could be extrapolated to encompass the unification of the Anglo-Saxon kingdoms. In the first place, it seems to have been increasingly difficult to convert overlordship into the actual amalgamation of kingdoms. Initially, with small kingdoms, it may not have been unduly difficult to effect such assimilation: Yorke points out that East Kent seems to have consumed West Kent sometime during the sixth century. Indeed, much amalgamation probably occurred in the sixth century, before the various kingdoms that we see emerged. Furthermore, it was often possible for a larger kingdom to digest a smaller one: this is seen in the cases of Deira (eventually subsumed into Bernicia after 651) and the Hwicce (gradually divested of independence by Mercia in the eighth century). However, integration was not always smooth: despite being united under Aethelfrith and Edwin, Deira was ruled separately under Oswine from 642 until 651. In the latter part of the pre-Viking period, it would have been very difficult for one of the greater kingdoms to consume another permanently: this is suggested by the fact that, despite their struggles and periods of subjection to one another, Northumbria, East Anglia, Mercia and Wessex all survived until the Viking onslaught. An illustration of this difficulty is the case of Mercia: Oswiu of Northumbria was only able to rule Mercia directly for three years after his victory in 655; he was driven out by the Mercian ealdormen in 658. Similarly, Egbert’s domination of Mercia was not secure: he was recognised as king by the Mercians in 829 but Wiglaf was restored in 830. Indeed, it would seem that political union was most successful when it was pursued gently: unlike Offa’s aggressive attempts to dominate Kent from 764 until 785, Wessex’s absorption of Kent and Sussex was done with sensitivity to the local nobles; this did, however, mean that the sense of union was perhaps not cemented, as is suggested by Aethelwulf’s proposed division of Greater Wessex, with Aethelbert succeeding in the East and his other sons taking Wessex itself in turn. However, unification in the ninth and tenth centuries can be explained in that the situation after the coming of the Vikings was different, since Mercia, East Anglia and Northumbria were seriously weakened by the attacks, aiding Wessex’s expansion. Moreover, the overlordship that we see was probably highly opportunistic, without institutional underpinnings. Yorke is probably right that the principal motivation for overlordship was the collection of tribute: Bede mentions tribute in connection with overlordship20 and Eddius says that Wulfhere’s purpose in attacking Northumbria was to gain tribute.21 Furthermore, the Mercians could presumably have conquered a tribe like the Hicca (assessed at a mere 300 hides in the Tribal Hidage), had they wished to do so; that such tribes existed as notionally independent entities suggests that, if the Tribal Hidage is a Mercian tribute list, the Mercians were content with tribute rather than political union. However, John argues that there was some kind of institutional framework and that overlordship was being gradually translated into unification. Key to this argument is the adoption of formal titles by kings: John contends that the ideal of a united Britain was a real one in kings’ minds, citing the use of various titles. The most famous of these is Bretwalda or, as John prefers, Brytenwalda, which appear in different versions of the Anglo-Saxon Chronicle;22 I shall not become drawn into an argument about which style is the original, because the ambiguity and confusion is sufficient of itself, as Wormald argues, to cast doubt upon the existence of such an institution in reality. Clearly, whoever was copying the manuscripts was not familiar with the term, which suggests that it was a literary construct devised retrospectively to describe Egbert; its frequent application to kings like Aelle and Raedwald is therefore probably anachronistic and Kirby’s vision of kings â€Å"striving to become Bretwalda†23 is most likely to be fanciful. John also argues that other titles imply the existence of some kind of abstract concept of overlordship separate from the individual kings who happened to be overlords. For example, he highlights that Adomnan says that Oswald was â€Å"ordained by God as emperor of all of Britain†24 and that Boniface refers to Aethelbald â€Å"wielding the glorious sceptre of imperial rule over the English†.25 This evidence, combined with the point about Bretwaldas, is a rather thin basis for a case: it is quite possible that the titles were simply being used for flattery; the fact that Boniface calls Aethelbald â€Å"king of the Mercians† in his letter asking Herefrith to deliver the previous communication suggests that the imperial title used in the letter to Aethelbald was unofficial.26 Moreover, Offa is also generally styled â€Å"king of the Mercians†,27 as is Cenwulf.28 In their charters, they tend to claim to be kings of various kingdoms, rather than stressing title s of institutional overlordship. If there was no institution of overlordship, each de facto overlordship would have to start afresh in trying to create cohesion: the trend of increasingly extensive overlordship was not therefore destined to result in the formation of England, since there was often little continuity between the different overlords. The sense of common identity that began to emerge by the later ninth century (Alfred could speak of Angelkynn and Englisc) probably had far more to do with religious unity in the face of the pagan Viking threat. As Wormald argues, the Church, rather than the so-called Bretwaldas, was the institution that provided a common reference point for the Anglo-Saxon kingdoms, by stressing that the Gens Anglorum was a chosen people, selected to receive the Word. Given that there were most probably no institutions to produce continuity in overlordship, momentum towards unification could only be maintained as long as a particular kingdom was in the ascendant; however, the nature of Anglo-Saxon politics in this period was such that success tended to be transient. We see this is Northumbria, whose hegemony collapsed very quickly after defeats at the Battle of the Trent (679) and Nechtansmere (685). Likewise, Mercian hegemony seems to have declined gradually after Offa. There was, to a significant extent, a natural instability in the pattern of politics: kings required land to grant to warriors (to secure their support), which required the conquest of land, which required more warriors; this pattern was clearly unsustainable in the longer term. The importance of giving gifts to warriors is seen in â€Å"Beowulf†, where Hrothgar says that he will â€Å"dispense / his God-given goods to young and old†;29 Bede shows that such gifts were necessary in the real world, expressing concern that excessive endowment of secularised monasteries had left Northumbria with insufficient land to grant to warriors. 30 There is evidence to suggest that warriors would desert their lord, if he ceased to provide them with treasure and land: Aldhelm expresses disapproval of those who do this in his letter to the clergy of Bishop Wilfrid.31 Probably, the importance of conquering new lands explains why the initiative shifted away from the south-east to Northumbria, Mercia and Wessex: these kingdoms could, at least for a while, conquer land from Britons, in a way that kingdoms like Kent could not. A notable feature of both â€Å"Beowulf† and Anglo-Saxon politics is that kingdoms tended to come to grief sooner or later; success was rarely lasting. Another source of instability was internal dynastic politics: there seem to have been frequent civil wars. This is hardly surprising given that, according to Dumville, any aetheling could claim the throne through descent in the male line from the founder of the kingdom: the â€Å"multiplicity of aethelings†32 would not infrequently compete for the kingship. The Historia Regum attributed to Simeon of Durham demonstrates that four different dynasties competed for the Northumbrian throne between 759 and 796, with murders, exiles and (probably forced) tonsures being common.33 Similarly, there is evidence of the threat of dynastic instability in Mercia, in that Offa decided to eliminate his son Cenwulf’s potential competitors; Alcuin attributes conflict in Cenwulf’s reign to this policy and says that â€Å"this was not the strengthening of his kingdom, but its ruin†. 34 Given that there were such internal problems, it is hardly surprising that kingdoms could lose overlordship quickly, as dynastic politics came to predominate. The importance of dynastic stability is seen in the eventual rise of Wessex: Egbert’s successes against Mercia came when the latter was probably engaged in dynastic wrangles; Campbell suspects that neither Ludeca (825-7) nor Wiglaf (827-40) were related to their predecessors. On the other hand, the West Saxon succession was more stable, as Dumville points out: this is seen in the succession in turn of Aethelwulf’s sons, even if it did not conform entirely to Aethelwulf’s intentions. However, dynastic tension was generally a feature of the pre-Viking period: this contributed to the rapid rise and fall of kingdoms, meaning that overlordship could not consolidate into unification. We do therefore see a trend towards greater overlordships in this period, though it must be noted that this trend was gradual and not entirely linear. Nevertheless, it is clear that certain kings were able to exert influence over far larger areas just before the Viking invasions than others could at the beginning of the Anglo-Saxon period. However, it would be unwise to extrapolate this trend and interpret it as some kind of progression towards the eventual unification of the Anglo-Saxon kingdoms under the West Saxons. It became harder to translate overlordship into political amalgamation as kingdoms grew, and overlordship was not itself stable, given the internal vicissitudes of kingdoms. We see that, before the later ninth and tenth centuries, no kingdom could sustain overlordship for long and, in the absence of recognised institutions of overlordship, this meant that whatever progress might conceivably have been made towards unification under one overlord was lost when his kingdom’s power waned. The rise of Wessex was predicated upon factors that mostly could not have been foreseen: it was able to take advantage of the weakness of the other English kingdoms in the wake of the Viking attacks and could exploit the latent sense of religious unity, which was probably made stronger by the common, external, pagan threat. Bassett’s extended metaphor of a knockout football competition, which inevitably produces a single winner, is not particularly apposite; while we might nowadays modify Kemble’s nineteenth century allusions (he described overlordship as â€Å"a mere fluctuating superiority such as we may find in Hawaii, Tahiti or New Zealand, due to success in war and lost in turn by defeat†35), his basic conclusion, that the overlordships that we see in the pre-Viking Anglo-Saxon kingdoms were not leading inexorably towards unification, still seems entirely reasonable. Bibliography Sources: Adomnan, Life of Columba, ed. and trans. R. Sharpe (1995) Anglo-Saxon Chronicle, in ‘English Historical Documents’, i, 1, ed. and trans. D. Whitelock (1955) Beowulf, trans. S. Heaney (1999) Bede, Ecclesiastical History, ed. and trans. B. Colgrave and R.A.B. Mynors (1969) Bede, Letter to Egbert, in ‘English Historical Documents’, i, 170, ed. and trans. D. Whitelock (1955) Eddius, Life of St Wilfred, in ‘English Historical Documents’, i, 154, ed. and trans. D. Whitelock (1955) Simeon of Durham, Historia Regum, in ‘English Historical Documents’, i, 3, ed. and trans. D. Whitelock (1955) Charters: in ‘English Historical Documents’, i, 54, 66-7, 76-7, 79-80, 85-7 Letters: in ‘English Historical Documents’, i, 165-6, 177-9, 191-3, 195, 197-200, 202, 204-5, 208-10, ed. and trans. D. Whitelock (1955) Secondary works: S. Bassett (ed.), The Origins of the Anglo-Saxon Kingdoms (1989) M.P. Brown and C.A. Farr (eds.), Mercia: An Anglo-Saxon Kingdom in Europe (2001) J. Campbell, Bede’s Reges and Principes (Jarrow Lecture 1979), in J. Campbell, Essays in Anglo-Saxon History (1986) J. Campbell (ed.), The Anglo-Saxons (1982) J. Campbell, The Impact of the Sutton Hoo Discovery on the Study of Anglo-Saxon History, in J. Campbell, The Anglo-Saxon State (2000) W. Davies and H. Vierck, The Contexts of the Tribal Hidage: Social Aggregates and Settlement Patterns, in ‘Frà ¯Ã‚ ¿Ã‚ ½hmittelalterliche Studien 8’ (1974) D.N. Dumville, The Aetheling: a study in Anglo-Saxon Constitutional History, in ‘Anglo-Saxon England 8’ (1979) D.N. Dumville, The Terminology of Overkingship in Early Anglo-Saxon England, in ‘The Anglo-Saxons from the Migration Period to the Eighth Century: An Ethnographic Perspective’, ed. J. Hines (1997) N.J. Higham, An English Empire: Bede and the early Anglo-Saxon kings (1995) D. Hill, Offa’s Dyke: Pattern and Purpose, in ‘Antiquaries Journal 80’ (2000) E. John, Orbis Britanniae and the Anglo-Saxon Kings, in E. John, ‘Orbis Britanniae’ (1966) J.M. Kemble, The Saxons in England, ed. and revised W. De G. Birch (1876) S. Keynes, Raedwald the Bretwalda, in ‘Voyage to the Other World: the Legacy of Sutton Hoo’, ed. C.B. Kendall and P.S. Wells (1992) S. Keynes, England 700-900, in ‘The New Cambridge Medieval History II, c.700-c.900’, ed. R. McKitterick (1995) D.P. Kirby, The Making of Early England (1967) D.P. Kirby, The Earliest English Kings (1991) J.N.L. Myres, Anglo-Saxon Pottery and the Settlement of England (1969) P.H. Sawyer, From Roman Britain to Norman England (1998) F.M. Stenton, The Supremacy of the Mercian Kings (1918), in F.M. Stenton, ‘Preparatory to Anglo-Saxon England’ (1970) F.M. Stenton, Anglo-Saxon England (1971) A. Williams, Kingship and Government in Pre-Conquest England c.500-1066 (1999) P. Wormald, Bede, the Bretwaldas and the Origins of the Gens Anglorum, in ‘Ideal and Reality in Frankish and Anglo-Saxon Society: Studies presented to J.M. Wallace-Hadrill’, ed. P. Wormald et al. (1983) P. Wormald, The Venerable Bede and the Church of the English, ‘The English Religious Tradition and the Genius of Anglicanism’, ed. G. Rowell (1992) B. Yorke, Kings and Kingdoms of Early Anglo-Saxon England (1990) 1 Anglo-Saxon Chronicle, 865 2 Bede, Ecclesiastical History, ii, 5 3 Anglo-Saxon Chronicle, 485, 491, 568, 577, 584 4 Bede, Ecclesiastical History, i, 25; ii, 3; ii, 5 5 Bede, Ecclesiastical History, i, 32 6 Bede, Ecclesiastical History, ii, 5; ii, 9 7 Bede, Ecclesiastical History, ii, 9; iii, 7 8 Bede, Ecclesiastical History, ii, 14 9 Bede, Ecclesiastical History, ii, 16 10 Bede, Ecclesiastical History, v, 23 11 Bede, Ecclesiastical History, iii, 30 12 Eddius, Life of St Wilfred, 20 13 English Historical Documents, i, 67 14 English Historical Documents, i, 76 15 English Historical Documents, i, 77 16 English Historical Documents, i, 80 17 English Historical Documents, i, 85 18 English Historical Documents, i, 87 19 Anglo-Saxon Chronicle, 829 20 Bede, Ecclesiastical History, ii, 5; iii, 24 21 Eddius, Life of St Wilfred, 20 22 Anglo-Saxon Chronicle, 829 23 Kirby, The Making of Early England, p 54 24 Adomnan, Life of Columba, i, 1 25 English Historical Documents, i, 177 26 English Historical Documents, i, 178 27 English Historical Documents, i, 191, 198, 210 28 English Historical Documents, i, 204, 205 29 Beowulf, lines 72-3 30 Bede, Letter to Egbert 31 English Historical Documents, i, 165 32 Dumville, The aetheling: a study in Anglo-Saxon constitutional history, p 13 33 Simeon of Durham, Historia Regum, in English Historical Documents, i, 3 34 English Historical Documents, i, 202 35 Kemble, The Saxons in England, volume ii, p 17

Tips for Teaching Multiple Preps

Many teachers have to face the challenge of teaching multiple preps in a given year at some point during their career. For example, a high school social studies teacher could be assigned to teach two classes of basic level Economics, one class of American History, and two classes American Government. An elective or specials teacher in art or music can be assigned several different grade levels in one day. For each prep, a teacher needs to develop a set of lesson plans. Multiple preps require multiple lesson plans. In many schools, a number of preps are given to the new teachers who may not receive their first choice of course assignments. Other disciplines such as world languages may offer several singleton courses, such as a German I course. For other departments, there may be specialized courses with only one section such as AP Physics. Multiple preps may be the best way to meet the needs of students. A teacher with multiple preps in a school year should consider some of the following suggestions. Stay organized Teachers facing multiple preps must keep their lessons, notes, and grades separate and accurate. They need to find a physical, organizational system that makes sense and works for them. They might try one or more of the following to see how the system works: Summarize daily instruction by class on a post-it note. Place the post-it into a daily agenda or planning book. These post-it notes record the topics that were covered in class and remind the teacher what still needs to be done.Provide designated areas that are clearly labeled for students to turn in or pick up work by course or class. Making students responsible for materials contributes to their independence.Set up crates or files that can hold student work and materials by course or class.Use color coding to keep student work separated by class or course. Color-coded file folders, agendas, or notebooks are visual cues that help keep student work separated. Go digital There are multiple software platforms to help organize classrooms digitally, for example, Google Classroom, Edmodo, Seesaw, Socrative. Teachers can adjust the use of these platforms according to the amount of technology integration available in a school, even if there is limited access to computers. These educational software platforms allow teachers to customize class syllabi, post course assignments and collect student work. Some of these educational platforms can integrate grading platforms as well, saving time and streamlining feedback to students. Digital resources can be linked as well which can expand the materials available. Another possibility is to share digital resources or classroom materials with another teacher who may be teaching the same prep. Software platforms can easily separate students by class or course, so there is no confusion as to which teacher is responsible for students. Seek out other teachers The best resource for multiple preps could be another teacher in the building who may be teaching the same prep or who has already taught a specific course. Most teachers are more than happy to help out in these situations and share materials. Shared materials can reduce the time required in lesson planning. There are also many sites teachers can go to get lesson ideas that complement existing curriculum. Teachers can begin with provided textbooks and then add supplementary material from educational websites as necessary, provided the materials meet the standards and objectives of the course. There may be ideas for a class that can be modified for different preps or differentiated for students. Make outside connections Look outside the building or even outside the school district by using social media connections such as Pinterest, Facebook, or Twitter. For example, there are thousands of teachers that use Twitter to meet for chats on their discipline according to a set schedule. Collaborating with these online colleagues can be excellent professional development. One of these teachers may have already created something that is perfect for a course. Connecting with teachers, especially if the course is a singleton or the only course offered in a school, can also help reduce feelings of isolation. Vary the complexity of lessons Teachers with multiple preps should not schedule two complicated lessons on the same day. For example, a teacher who plans on having the students participate in a simulation that requires a lot of preparation and energy might want to create lessons for the other classes that day that does not require so much time and energy. Plan resources use In the same way that you want to vary the activities across the day, teachers should schedule lessons for easy management. For example, teachers should plan lessons that require time in the media center on the same day. In the same way, if equipment (video, laptops, polling clickers, etc) is available on specific days, then lessons should be organized to take advantage of the equipment in each class. This kind of organization is especially true if the equipment takes time to set up and take down. Destress ​ Teacher burnout is real. Teaching can be quite stressful with all of the pressures and responsibilities placed on teachers, and multiple preps add on to the already long list of factors that cause teacher stress. Check out 10 ways to manage teacher burnout for some great ideas. It is definitely possible to survive and thrive teaching multiple preps. All it requires is staying organized, keeping a positive attitude, and maintaining connections with other teachers.