SAB Miller: Strategy Analysis and PEST

SAB Miller: Strategy Analysis and PEST INTRODUCTION SAB Miller is a South African brewing company and is the second largest brewer in the world, with sales and distribution across six different continents. SAB Miller with wide brand portfolio, both international premium beers to local brands it has come a long way, weathering turbulent times and political crisis. It is also one of the largest bottlers for Coca Cola. VISION AND MISSION OF THE GROUP VISION To be the most admired company in the global beer industry Investment of choice Employer of choice Partner of choice MISSION To own and nurture local and international brands that are the first choice of the consumer VALUES Our people are our enduring advantage Accountability is clear and personal We work and win in teams We understand and respect our customers and consumers Our reputation is indivisible CORPORATE STRATEGIES EMPLOYED BY SAB MILLER SAB Miller being one of the oldest (100 plus) brewing company it had tremendous experience in the brewing field and the strategies used by SAB Miller are categorized as follows: Political Acquisitions and mergers Wide portfolio Brand value POLITICAL SAB being oldest brewing company in South Africa it was battered by political crisis during the 20th century. It has emerged as a company with building its operations in emerging and mature markets. During 1948 due to racist system of Apartheid, there was opposition to the company. SAB also came across various other forces during this period they are: Business restricted to the country only Restrictions on doing business with international companies Investing in or trading with South African companies SAB formulated solution in order to comply with Government restrictions they were: In 1950, SAB moved its HO from London to Johannesburg. Focused on expansion mostly in southern parts of Africa and South Africa Dominating the local market and domestic beer production Expanding its product portfolio First company to employ the code of non-discriminatory employment In 1970 SAB became fully incorporated in South Africa and by the year 2000, it dominated the South African market to such an extent that 49 of every 50 beer consumed were brewed by SAB. IMPLICATIONS Due to the political conditions in South Africa SAB had very less room of doing business internationally, but these restrictions helped them to create a monopoly in South Africa. It owned a 99 percent market share here. It also incorporated its head quarters to Johannesburg, which helped it develop its market in Africa. Employing non-discriminatory code of employment helped it to gain public support. It expanded its portfolio by buying local breweries and started producing locally brewed Guinness, Amstel, and Carling black label. ACQUSITIONS AND MERGERS Due to the restrictions on local companies by the government, SAB had to settle in for the local South African market. Dominating the local market and eliminating competition was the goal of the company at the time and it was achieved by acquiring other local breweries and distribution facilities and by rationalized production. SAB also obtained the licensing of locally brewed Guinness, Amstel and Carling black label. SAB made major acquisitions immediately after when the imposed restrictions were relaxed due the finalized process for establishment of a multiracial democracy in 1990. SAB acquired Stellenbosch Farmers Winery in 1960. In 1993, SAB acquired Hungarys largest brewery, Dreher that opened new door for further developments into central Europe In 1994, SAB in joint venture with Tanzanian government it revitalized the brewing industry and also in countries like Zambia, Mozambique and Angola, SAB gave boost to production and distribution. During the 90s SAB established operations in China, Poland, Romania, Slovakia, Russia, and Czeck Republic. Acquiring 100% stakes in the Miller brewing company in 2002 was one of the most significant acquisitions made by SAB and becoming SAB Miller in the process. Licencing of shebeens and launching them in retail mainstream. SAB Miller also bought out its joint venture partner in India. SAB Miller in 2005 merged with South American brewer Grupo Empresarial Bavaria. IMPLICATIONS OF ACUSITIONS AND MERGERS SAB controlled an estimated 99% of the market share in South Africa and had dominating positions in Swaziland, Lesotho, Rhodesia and Botswana. SAB was able to diversify their business through joint ventures. Due to fragmentation and small-scale business in Europe and Asia SAB was able to create profitable and fast growing business. Launched quality products than their competitors for which the consumers had to pay more. SAB promoted their premium brands. Developing countries have growing economies thus opening doors for attractive markets. SABMiller sends in both technical and distribution teams for inspection before it enters the market Scare of HIV pandemic cost SAB costly labor, decrease in productivity SAB business spread provided them with portfolio business With volatile market in emerging economies where in SAB incurred majority of its profits, it had indirect effect in confidence of SAB in these countries. SAB listed itself on LSE to give boost to its infrastructure. Share price drop by 15.5% relative to FTSE 100 in the year end Nov 2000 Acquiring Miller Brewing Company made it second largest brewer in the world. SAB could balance out loss in one country with profits in other countries. Expanding production capacity and raising the quality of product in India. Dip in share price of SAB Miller after acquiring Miller Brewing Company. Introduced new packaging with new sales and distribution system and enhanced the flexibility of their production facilities. SAB Trained around 6000 newly licensed taverniers in business skills. SAB introduced broader and segmented brands SAB gained strong and profitable market in South America; profits went up by 25%. PORTFOLIO EXPANSION SAB Miller brewing company is the second largest brewing company and has a wide portfolio globally, it has over 200 varieties of alcoholic and non-alcoholic beverages, produced and distributed. The major premium brands are Pilsner Urquell, Peroni Nastro Azzurro, Miller Genuine Draft, and Grolsch. They started their expanding its portfolio by gaining control over Stellenbosch Farmers Winery in 1960. Between 1960s- 70s it obtained license to brew locally Guinness, Amstel and Carling black label. In 1987, SAB acquired Lion Match Company. Re-launch of Miller geniuine draft with high end positioning of mainstream market. Launch of Peroni Nastro Azzurro. EFFECT Dominating the South African Market Leading match manufacture in South Africa Better market position Increase in sales Profitable production and distribution Capture of demographic market Competitive advantage on the world stage Improvised marketing, sales and distribution Annual report emphasized the importance broader portfolio in the companys corporate success. PEST ANALYSIS PEST analysis of an organization is an important part of strategic planning, as it looks at the external environment in which the firm operates. PEST analysis helps company to develop strategies. The factors taken into account are: Political Economic Social Technological Political Factors Under Political factors we have is the government rules and regulations on operations of a firm or company. For SABMiller the following factors apply: South African government regulations Crisis due to racism International dealing and trading restrictions Employment laws Economic Factors Economic factors include exchange rate, taxation, market growth trends, GDP, disposable income, inflation, production volume, etc In SABMillers case, the following apply: Volatility of the exchange rate in developing countries Economic growth in developing worlds Listing on LSTE Acquisition of Miller Brewing Company Sensible product pricing Production and distribution costs Resource and labor cost Labor unrest Social Factors Social factors include the demographic and cultural aspects, health and living standards, population shifts and so on. In case of SABMiller Change in consumption pattern Attachment to locally brewed beer Consumers becoming heath conscious Class structure Technological Factors Technological factors include new invention, improvised tools and techniques, communication etc. It can lower barriers to entry, can lower down minimum efficient production levels, and influence outsourcing decisions. In SABMillers case are as follows: Research and development World class Automation in developing countries Production and distribution expertise Technology improvements QA 1. Identify the corporate logics that SABMiller have adopted over the course of the case. As discussed above SABMiller has adapted various strategies in order to be a leading brewer, they are: Dealing with political rules and regulations Acquisitions and merger on a global scale Broader portfolio Business in developing economies e.g. China, India Repositioning and re-launching of products Buying controlling stakes in newly privatized brewery 2. Strategy a. Explain the strategic position that SAB finds itself in 2007. As described SABMiller has good strategic position apart from fierce competition by Anheuser-Busch. Dominating positions in South African and South American markets with good market share in Europe SAB has expanded globally especially in Central and Eastern Europe, China apart from Southern part of Africa. It has operations in over of 18 countries with 30 breweries, with capacity 30.5 million hectoliters capacity and 22 sorghum beer with 8.5 million hectoliter capacity thus can create major market in these countries. Though SABMiller lost the bid to acquire Harbin Brewery to Anheuser-Busch, it had competitive market in China with market growth by 6-8 percent per year. With wide portfolio, SABMiller was able to capture the demographic market. SAB was able to balance out loss in one country with profits in other countries. With growing economies in developing countries, there was increase in disposable income, which gave way for better market share and profits with attractive pricing. Even though SABMiller had a few problems with share price drop due to listing company in LSE and acquisition of Miller Brewing Company, stakeholders must have a firm belief in the SABMiller as it a FMCG company. The chance of losing share value is rare and with globalization of the company, the chances are high profitability and higher dividends to shareholders. Acquisition of the major breweries and winery has helped SAB in dominating as well as having monopoly in countries SABMiller had a strong and wide portfolio with launch of new products and attractive pricing, creating strong demographic market and flexibility in the system. SABMiller could use its world-class technology and operation expertise to develop market in continents and also SABMiller sends in both technical and distribution teams for inspection before it enters the market Africa Has around 99% market share in South Africa and dominates in the rest of Africa. Asia/E.Europe Has breweries is Asia pacific but with fierce competition and growth of market in India. Good market share in Russia, Romania, and Czeck Republic and with acquisition of Hungarys brewery Dreher which paved way for further developments in Europe. However, the future here remains uncertain until any major take over is carried out. Latin America Merger with Grupo Empresarial Bavaria 2nd largest brewer in South America consolidated SABMillers position. 4. Acquisition of Miller Brewing Company is the only major deal by SAB and becoming 2nd largest brewer, but has a tough time because of stiff competition by Anheuser-Busch. 5. SABMiller has a strong and diversified business with broad portfolio that will ultimately pay off as it creates a demographic market and flexibility in operations. 6. Joint venture with Grupo Empresarial Bavaria 2nd largest brewer in South America opened doors in Latin America, with lower investment and creating opportunities for itself 3. On the basis of your analysis, recommend the strategy that SAB should follow. In my opinion SABMiller must develop their markets is Asia i.e. in China, India, and Asia Pacific. Though the market remains volatile, the chances of profit making are high. SABMiller must look forward to acquire Harbin brewery in China, as the market growth rate is 6-8 percent per year. SABMiller must try acquiring majority stakes in Bavaria brewery, as there is growth in market. SABMiller can dominate the local market and develop excellent operations by acquiring breweries with low performance, but with dominating market share with its expertise in production, distribution operations.

Effects of Homosexuals in Schools Essay

In the 19th century, a German psychologist coined the term â€Å"homosexuality†. Basically, homosexuality is often a sexual attraction that is primarily towards the members of the same sex (Pickett, 2006). Oftentimes, homosexual equates to being gay and/or lesbian. There are varying points of view regarding homosexuals and homosexuality. Many religious groups believe that there no one born as a homosexual. However, there are plenty of scientists, particularly psychologists who believe that a person is born this way. Religiously speaking, there are no supporting texts in the Bible that there are homosexuals. Only two genders are made: man and woman. Oftentimes, the greater portion of the homosexual community believe that they were â€Å"born gay† (Worthen, 2004). This belief and perspective oftentimes give them comfort and a sort-of justification for their â€Å"state†. Also, this very same ideology relieves them of any responsibility to change. Nevertheless, there is no firm scientific proof until today that affirm that some people are born homosexual. Genetically speaking, they are just either male or female (Worthen, 2004). Since there are no born homosexuals, many psychologists believe that homosexuality is a learned behavior. There are many factors or reasons why a person becomes homosexual. Primarily, most of these factors involve family. These include a disturbed family life in the early years (of the individual), absence of/in love on the part of either parent or a failure to identify with the same-sex parent. Later, the consequences of these reasons manifest in the individual in varying forms—and one of them is through confusion of their identity that oftentimes lead to homosexuality. But one thing is for sure—that homosexuality has many roots (excluding family). Along with the other factors that cause homosexuality, we must not also take for granted the individual. The individual’s choices also play a key part in transforming and shaping his (homosexual) identity. Majority of causes of being homosexual is rooted with family reasons. In such cases this immensely affects the behavior of the individual particularly in school. Majority of homosexuals that go to school instantly faces the burden of â€Å"coming out†. This is one of the hardest challenges that an individual must face. Since most of homosexuals that go to school are having identity crisis and fear of rejection from their peers (if ever they decided to come out), they have a very high tendency to have unusual behavior from â€Å"straight people†. Most of the time, (with the assumption that the individuals are mostly teenagers since they still go to school) these people is in high risk of suicide, substance abuse, the feeling of isolation and more importantly, school problems. Consequently, because of this kind of behavior, they (and it) inevitably affect their relationship with other people. Because they always need the feel to isolated, the tendency is that, they can be the frequent butt of jokes (especially in schools where homosexuality is not yet a very open and accepted topic) that will in turn can lead into more dangerous behaviors. Moreover, when things go uncontrollable, there is also a huge tendency for the individual to resort to many absurd and unsafe displacement methods (i. . substance abuse, committing crimes, etc). Because of the rising number of individuals (particularly young homosexuals) that is involved in this kind of situations, a great deal of number of individuals and concerned groups were established to help them. Most of these help lines offer counseling but more than that, they also make sure that the individual can pursue his/her way to full acceptance and if worse comes to worse, to their recovery. Before the advent of DNA technology, psychologists and sociologists believe that the cause of homosexuality is influenced by the environment of the individual; but with DNA testing, they were able to pinpoint that somehow, genes has something to do with it. But more importantly, we cannot deny the fact that from the beginning, there were only male and female; but as time pass, some strong environmental factors can bend the reality of life that even Nature herself find it hard to turn back (or at least minimize the bad consequences) time.

Decision Support System

ASSIGNMENT OF INFORMATION SYSTEM AND ADMINISTRATION NAME : QUDSIA AZEEM CLASS: BBA 3B DATE : 27-3-2013 JINNAH UNIVERSITY FOR WOMEN SUMMARY OF THE ARTICLE DECISION SUPPORT SYSTEMS AND WEB TECHNOLOGIES: A STATUS REPORT DECISION SUPPORT SYSTEMS, WORLD-WIDE WEB, DATA DRIVEN DSS, MODEL-DRIVEN DSS, IMPLEMENTATION. Introduction to DSS: A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSSs serve the management, operations, and planning levels of an organization and help to make decisions, which may be rapidly changing and not easily specified in advance.Decision support systems can be either fully computerized, human or a combination of both. DSSs include knowledge-based systems. A properly designed DSS is an interactive software-based system intended to help decision makers compile useful information from a combination of raw data, documents, and personal knowledge, or business models to identify and solve problems and make decisions. World-Wide Web technologies have rapidly transformed the entire design, development and implementation process for all types of Decision Support Systems.In particular, Web technologies have provided a new media for sharing information about decision support and a new means of delivering decision support capabilities. For DSS developers, the big leap forward is to use the â€Å"Web as computer†. Modern decision support systems (DSS) provide managers a wide range of capabilities. Computerized systems support decision tasks like information gathering, model building, sensitivity analysis, collaboration, alternative evaluation and decision implementation. Also, decision support is increasingly integrated in business processes and DSS are used for ad hoc analyses.This paper reviews the current status of Decision Support Systems in the context of developments in Web technologies. The article contains brief historical reviews, discussions on implem entations of decision support system and the major part of this article is ‘’State of Practice of DSS in 2001’’ HISTORY: Information Systems researchers and technologists have built and investigated computerized Decision Support Systems (DSS) for approximately 40 years. This article chronicles and explores the developments related to building and deploying DSS.The journey begins with building model-driven DSS in the late 1960s, theory developments in the 1970s, and implementation of financial planning systems, spreadsheet-based DSS and Group DSS in the early and mid 1980s. Data warehouses, Executive Information Systems, OLAP and Business Intelligence evolved in the late 1980s and early 1990s. Finally, the chronicle ends with knowledge-driven DSS and the implementation of Web-based DSS beginning in the mid-1990s. The field of computerized decision support is expanding to use new technologies and to create new applications.. Web-Based Decision Support System s :Power (1998b) defined a Web-Based Decision Support System as a computerized system that delivers decision support information or decision support tools to a manager or business analyst using a â€Å"thin-client† Web browser like Netscape Navigator or Internet Explorer. The computer server that is hosting the DSS application is linked to the user's computer by a network with the TCP/IP protocol. The idea of Web-enabled or Web-Based Decision Support Systems as services has been explored by various researchers and involves the concept of offering decision computation technologies as services on the Web.The recent popularity and widespread use of the World Wide Web and the Internet has been accompanied by the development of a variety of computing technologies that enable the realization of the â€Å"decision technologies as services† vision. Bhargava and Krishnan (1998) discussed the role of a series of enabling technologies in the context of Model-Driven DSS, covering technologies that enable the use of the Web for communication of decision information and computation, technologies that enable the remote and platform-independent access of DSS, and technologies that allow DSS components to be distributed over the Web.Web Technologies and DSS Tasks: Web technologies are making it possible to perform all of these tasks via a remote Web client. In thinking of such tasks, it is useful to recall the distinction made by Sprague (1980) about application-specific DSS that consist of software, data, and models for a specific decision problem and DSS generators that provide tools and algorithms for building a variety of specific DSS. Application-specific DSS are far easier to build, but rarely reusable; DSS generators are far more complex to build but can be adapted to build many specific systems.Figure 1 summarizes the relationships among 10 major tasks involved in building and using Data and Model-Driven DSS. For example, using an application-specific Mod el-Driven DSS, a user would be given the relevant decision models and data, and would focus on tasks such as model execution, development of reports, or analysis. Using a corresponding DSS generator, on the other hand, would require the performance of additional tasks such as model definition and creation of a custom user interface. IMPLEMENTATIONS OF DECISION SUPPORT SYSTEM : STATE OF PRACTICE 2001:In a number of prior papers, we have examined the extent to which current DSS products have â€Å"Web-enabled† the above decision support related tasks, and we have examined the evolution of DSS and especially Web-Based DSS. In this section, we provide an informal tour of our major findings. Web technologies provide both the communication of decision-related information and software and a means of providing remote access to distributed DSS components. We discuss the first function in terms of the Web as media and the second we call the Web as computer.How these capabilities or fun ctions can be used to support decision-making is still evolving. There is much scope for imagination here, but we have identified a few important beneficial uses of these capabilities and we will now review recent developments in each of these areas. WEB AS MEDIA: The Web has facilitated the creation of a number of industry-wide DSS Information Portals . For example, the OLAP Report and Data Ware housing Online Both are industry-wide decision support portals that offer information about software products, vendors, methodologies, and white papers in the context of OLAP and data warehousing technologies.DSSResources. COM is a â€Å"knowledge repository† for a broadly defined set of Decision Support Systems. IBM’s COIN initiative (http://oss. software. ibm. com/developerworks/opensource/coin/) and e-optimization. com offer similar portals for optimization. Info Harvest and the Decision Analysis Society have created portals related to decision analysis. Individual firms ha ve used Web technologies to communicate information about their decision support products and methods, or allow users to conduct various tasks like ordering, payment or Internet delivery related to purchasing DSS products.In the context of using the Web for â€Å"providing company and product information† there is substantial activity across all categories of Decision Support Systems. WEB AS COMPUTER: We generally discuss the use of the â€Å"Web as computer† capabilities in three categories: digital product demonstrations, preview using online interactive examples, and on-line, Web-based Decision Support Systems. The first category, product demonstrations, represents a baseline for the use of the Web’s capabilities for remote computation.Online demonstrations can be delivered as animated multimedia documents (e. g. , QuickTime movies, or Shockwave animation) that require or allow little user interaction. As a next step, online interactive examples allow users t o interact (e. g. , by setting parameter values, or choosing which command to execute next, or designing the format of a report) with the DSS tool in the context of a specific example. The next step in the use of the â€Å"Web as computer† capabilities is to offer application-specific DSS to users that have decision problems within the supported categories.Recall our earlier example of OptAmaze. com which provides paper trim optimization and transportation optimization services to paper mills. Grazing Systems Limited offers decision support services in the agricultural sector. The value of such deployment of DSS may be appreciated by considering the difficulties that user firms would have in installing, maintaining and applying complex DSS tools on their own; Web-enabled DSS allow such firms to use decision support tools without encountering these difficulties.CONCLUSION: The practice of building Decision Support Systems can benefit in many ways from the availability of Web t echnologies. These technologies provide platform-independent, remote, and distributed computation and the exchange of complex multimedia information. The state of practice has benefited considerably from these technologies but e need to resolve technological, economic and social and behavioral challenges to realize the benefits the Web can provide as a platform for building Decision Support Systems.DSS developers must continuously find ways around these limitations, or make use of recent and anticipated developments such as the new version of Internet protocols. To offer decision support as a service, providers must experiment with new payment models. Decision support capabilities are of great interest to a broad range of stakeholders and enormous resources have been and will be committed to building systems that promise to improve the quality, speed and effectiveness of specific decisions. We need to do much more than implement our technologies to build effective Decision Support S ystems.

The Meaning of Form Follows Function

Form follows function is an architectural phrase often heard, not well understood, and hotly discussed by students and designers for over a century. Who gave us the most famous phrase in architecture, and how did Frank Lloyd Wright expand its meaning? Key Takeaways The phrase form follows function was coined by architect Louis H. Sullivan in his 1896 essay The Tall Office Building Artistically Considered.The statement refers to the idea that a skyscrapers exterior design should reflect the different interior functions.The Wainwright Building in St. Louis, Missouri, and the Prudential Building in Buffalo, New York, are two examples of skyscrapers whose form follows their functions. Architect Louis Sullivan Born in Boston, Massachusetts, Louis Sullivan (1856-1924) helped pioneer the American skyscraper mainly in the Midwest, creating a Sullivanesque style that changed the face of architecture. Sullivan, one of the great figures in American architecture, influenced the language of the style of architecture that characterized what became known as the Chicago School. Often called Americas first truly modern architect, Sullivan argued that a tall buildings exterior design (form) should reflect the activities (functions) that take place inside its walls, represented by mechanical equipment, retail stores, and offices. His  1891 Wainwright Building in St. Louis, Missouri, is an iconic showcase for Sullivans philosophy and design principles. Observe the terra cotta facade of this early steel frame tall building: The lower floors require a different natural lighting window configuration than the central seven floors of interior office space and the top attic area. The Wainwrights three-part architectural form is similar to partners Adler and Sullivans taller 1896 Prudential Guaranty Building in Buffalo, New York, a similar form because these structures had similar functions. Prudential Guaranty in Buffalo, New York. Dacoslett/Wikimedia Commons/CC BY-SA 3.0 The Rise of Skyscrapers The skyscraper was new in the 1890s. More dependable steel being made by the Bessemer process could be used for posts and beams. The strength of a steel framework allowed buildings to be taller without needing thick walls and flying buttresses. This framework was revolutionary, and Chicago School architects knew the world had changed. The U.S. after the Civil War had changed from rural to urban-centered, and steel became the building blocks of a new America. Tall buildings major use—office work, a byproduct of the Industrial Revolution—was a new function in need of a new urban architecture. Sullivan understood both the magnitude of this historical change in architecture and the possibility that beauty may be left behind in the rush to be the tallest and the newest. The design of the tall office building takes its place with all other architectural types made when architecture, as has happened once in many years, was a living art. Sullivan wanted to build beautiful buildings, like Greek temples and Gothic cathedrals. He set out to define principles of design in his 1896 essay, The Tall Office Building Artistically Considered, published the same year as the Prudential Guaranty Building rose tall in Buffalo. Sullivans legacy—besides instilling ideas in his young apprentice, Frank Lloyd Wright (1867-1959)—was to document a design philosophy for multi-use buildings. Sullivan put his beliefs into words, ideas that continue to be discussed and debated today. Prudential Building, 1896, Buffalo, New York. Dacoslett/Wikimedia Commons/CC BY-SA 3.0 Form All things in nature have a shape, Sullivan said, that is to say, a form, an outward semblance, that tells us what they are, that distinguishes them from ourselves and from each other. That these shapes express the inner life of the thing is a law of nature, which should be followed in any organic architecture. Sullivan suggests that the exterior shell of the skyscraper should change in appearance to reflect interior functions. If this new organic architectural form was to be part of natural beauty, the buildings facade should change as each interior function changes. Function Common interior areas by function included mechanical utility rooms below grade, commercial areas in the lower floors, mid-story offices, and a top attic area generally used for storage and ventilation. Sullivans description of office space may have been organic and natural at first, but decades later many people mocked and ultimately rejected what they thought was Sullivans dehumanization, which he also expressed in The Tall Office Building Artistically Considered: an indefinite number of stories of offices piled tier upon tier, one tier just like another tier, one office just like all the other offices, an office being similar to a cell in a honey-comb, merely a compartment, nothing more The birth of the office was a profound event in American history, a milestone that affects us even today. Its not surprising, then, that Sullivans 1896 phrase form follows function has echoed through the ages, sometimes as an explanation, often as a solution, but always as a design idea expounded by one architect in the 19th century. Form and Function Are One Sullivan was a mentor to Wright, his young draftsman, who never forgot Sullivans lessons. As he did with Sullivans designs, Wright took the words of his lieber meister (dear master) and made them his own: Form and function are one. He came to believe that people were misusing Sullivans idea, reducing it to a dogmatic slogan and an excuse for foolish stylistic constructions. Sullivan used the phrase as a starting point, according to Wright. Beginning from within outward, the concept that Sullivans function within should describe the outward appearance, Wright asks, The ground already has form. Why not begin to give at once by accepting that? Why not give by accepting the gifts of nature? So what are the factors to consider in designing the exterior? Wrights answer is dogma for organic architecture; the climate, soil, building materials, type of labor used (machine-made or hand-crafted), the living human spirit that makes a building architecture. Wright never rejects Sullivans idea; he suggests that Sullivan didnt go far enough intellectually and spiritually. Less is only more where more is no good, Wright wrote. Form follows function is mere dogma until you realize the higher truth that form and function are one. Sources Gutheim, Frederick, editor. Frank Lloyd Wright on Architecture: Selected Writings (1894-1940). Grossets Universal Library, 1941.Sullivan, Louis H. The Tall Office Building Artistically Considered. Lippincotts Magazine, March 1896.Wright, Frank Lloyd. The Future of Architecture. New American Library, Horizon Press, 1953.