Sister Dorothy Stang devoted her life to helping poor farmers in the Amazon rainforest region of Brazil. She worked to preserve the rainforest and educate people about environmental destruction and human rights. Her efforts threatened powerful ranchers, and she received death threats. Tragically, she was assassinated in 2005 by two ranchers. She sacrificed her life to help vulnerable people and protect the environment.

1. Abstract
Sister Dorothy Stang had an outsize impact on bringing
awareness to how the planet is interconnected and emphasizing
the idea that there is only one earth. She did this by dedicating
her life to helping the less fortunate in the amazon as well as
spreading the word about what was and still is happening. Sister
Stang did this knowing that what she was doing was inherently
dangerous and ultimately paid the ultimate price for her noble
actions. She had an understanding of how the world was
interconnected that many people don’t as well as an
appreciation for the people that lived in the forest. She felt a
sense of stewardship, like a caretaker, as she was mostly
focused on preserving the amazon rainforest and influenced
others to do the same. But in saying this, her work seemed more
geared toward being a steward rather than focusing on
developing kinship with the people that she was working with.
Sister Dorothy Stang devoted her life to helping others and
realized this what she wanted to when she was 16 when she
entered the Sisters of Notre Dame. She wanted to help people in
need, but she realized that she wanted to preserve the Amazon
rainforest in Brazil, as the biodiversity of the forest as well as
of the planet was, and still is, at stake. Sister Stang seems to
have felt more a steward of the rainforest rather than developing
a kinship with the people who lived there.
Dorothy Mae Stang was born in June 7, 1931. Her parents were
Brazilian, but they lived in Ohio. She was one of 9 children and
her father was in the U.S. army and her mother was a
housewife. They were devout Catholics, and raised their
daughter as such. Dorothy Stang grew up on the family farm,
and when she turned 16, she joined the Sisters of Notre Dame
de Namur. Notre de Namur University, which was known as the
College of Notre Dame back then, was where Dorothy Stang
became Sister Mary Joachim. She went on to become an

2. elementary school teacher after graduating from college.
She became involved in Brazil starting in 1966 and realized
from that point on that she wanted to do everything she could to
preserve it. The rainforest was, and still is, under attack. 20% of
the Amazon has been lost, and by 2030, 27% of the rainforest
wouldn’t even have trees anymore. Deforestation has been a
major environmental issue in the past 2 centuries, but in the
Amazon deforestation affects the climate, the biodiversity, and
the people living there. Sister Dorothy Stang sacrificed herself
for the forest and its people. She knew the importance of the
environment and had seen the hardships of the people living in
the forest. Her fight, though noble, could be seen as a form of
stewardship.
In Brazil, she stayed faithful to the gospel and word of God
though founding several parishes and the creation of 23 schools.
She had many talents, including learning and understanding the
native language and understanding various issues that affected
the local population. The main issue that she was concerned
with was the destruction of the land that was, and still is, going
on through deforestation. But, she also spread the word of God
by creating a sense of community in the rural areas and taught
them the gospel. She did everything she could to help the poor,
from feeding them to assisting any way that she could. Sister
Stang did a lot for the poor, and can see why she could be
considered a saint one day.
Her work was inherently dangerous as there is at least one
known attempt on her life where she narrowly escaped. She was
one to fight for the little guy, as she fought against illegal
logging and confronted ranchers who were not doing their duty
to protect the rainforest. The ranchers were using their ability to
exploit the poor and payoff the police at an alarming rate, thus
allowing them to do whatever they wanted and typically meant
enriching themselves at the expense of others. This included the
suppression of ideas that Stang was attempting to spread, and
due to using the police to their advantage, had here arrested.
She was passing out pamphlets with the United Nations

3. Universal Declaration of Human Rights, which goes to show the
forces that she was up against. But, she would not stop her
mission as she was determined to influence others to change
their ways.
Sister Stang was a determined individual that did her due
diligence in order to be able to fight back the forced she was up
against on a level playing field. What we mean by this is that
emphasized in having faith in God but also realized that it
wasn’t enough. She needed to be able to fight back and she did
by studying the laws and seeing how farmers were being taken
advantage of. A prime example of this was that the poor farmers
were promised land but the ranchers were not allowing them to
have. Instead, the land was given to the loggers so that further
destruction of the rainforest could continue, all in the name of
profits in the short term without even thinking of the long term
repercussions. She set up many programs and they would tear
them down, but she always had a positive attitude and was
smiling as she knew in her heart that it was the right thing to
do.
But now we ask, why do we care after all these years about the
impact that she may or may not have had trying to educate
people about the dangerous game that they were playing with
the rainforest? Is it because she is associated with the NDNU
(formerly College of Notre Dame) and we see her name on the
Stang Center on the chapel? Maybe we care because the
rainforest acts as the lungs of the world, transforming the
carbon dioxide we breathe out into the oxygen that we need to
survive. It could also be that we didn’t know who she was or
what she stood for, as it appeared to be just another name on the
wall. But knowing more about her has allowed us to understand
who she really was, a steward of the rainforest who wanted to
change minds and influence the people in power to change their
ways. But as we know, the deforestation is still going on and is
still a very dangerous to oppose it as there are numerous
instances of harassment and forced evictions. Many of these
incidents go unnoticed and unpunished, which is unfortunate,

4. as trying to find common ground is difficult but is nearly
impossible when one side is relentless.
Sister Stang, as we have mentioned, was a steward of the
rainforest as was looking out for and attempting to manage it.
He understood what it meant to fight for a just cause, as one of
the shirts that she would regularly wear stated “the death of the
rainforest is the end of our lives.”Stang embodied this after she
had attended the first Earth Summit in Rio de Janeiro and
realized how bad a shape the planet was in. Her vision was to
allow all parts of life to live together, peacefully and not have
the exploitation go on. She envisioned a world where needs
were met and wants were kept to a minimum as those are what
creates the issue of not caring what happens and exploiting what
you can for personal gain. But another part of her rational was
why we as humans get to enjoy the planet and animals don’t,
especially when we cut down their homes.
The sudden and abrupt end to her life was very gruesome and
very sudden as she was shot at point blank by two ranchers. But
her resolve to stand by what she believed in, even in the face of
death, is commendable. When asked by one of the ranchers if
she had any weapons, she said the bible was the only weapon
that she needed and began reading a passage from Beatitudes.
The situation in the Amazon got very tense after this, as the
government sent in federal troops to try and control the
situation that had been developing for some time and
culminating in Sister Stangs execution. She was revered in the
community as nearly 2,000 people attended her funeral as they
recognized the efforts that she put forth. Near the end of her
life, she seemed to know that she did not have much time left as
the situation was becoming more and more dangerous, and is
evident as later t bounty was placed out for her death. The
community claimed to be planting her, instead of burying her,
and her home and surrounding area in the Amazon was
designated as federal land. Sister Stang was fearless and
relentless in her attempt to change the status quo and improve
the lives of the least fortunate. Her legacy is one that we should

5. admire and live up to, although it would be quite difficult as she
sacrificed everything in order to try and achieve her dream.
19
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With the need for aging eliminated, the needed working capital
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sweet fruitiness of [yellow tail] wine, seeing it as significantly
lowering the quality of wine and working against proper
appreciation of fine grapes and historic wine craftsmanship.
These claims
may have been true, but customers of all sorts loved the wine.
Wine retailers in the United States offered buyers aisles of wine
varieties, but to the general consumer the choice was
overwhelming and intimidating. The bottles looked the same,
labels were complicated with enological terminology
understandable
only to the wine connoisseur or hobbyist, and the choice was so
extensive that salesclerks at retail shops were at an equal
disadvantage
in understanding or recommending wine to bewildered potential
buyers. Moreover, the rows of wine choice fatigued and

6. demotivated
customers, making selection a difficult process that left the
average wine purchaser insecure with the choice.
[yellow tail] changed all that by creating ease of selection. It
dramatically reduced the range of wines offered, creating only
two:
Chardonnay, the most popular white in the United States, and a
red, Shiraz. It removed all technical jargon from the bottles and
created
instead a striking, simple, and nontraditional label featuring a
kangaroo in bright, vibrant colors of orange and yellow on a
black
background. The wine boxes [yellow tail] came in were also of
the same vibrant colors, with the name [yellow tail] printed
boldly on
the sides; the boxes served the dual purpose of acting as eye-
catching, unintimidating displays for the wine.
[yellow tail] hit a home run in ease of selection when it made
retail shop employees the ambassadors of [yellow tail] by
giving
them Australian outback clothing, including bushman’s hats and
oilskin jackets to wear at work. The retail employees were
inspired by
the branded clothing and having a wine they themselves did not
feel intimidated by, and recommendations to buy [yellow tail]
flew out
of their mouths. In short, it was fun to recommend [yellow tail].
The simplicity of offering only two wines at the start—a red and
a white—streamlined Casella Wines’ business model.
Minimizing the stockkeeping units maximized its stock turnover
and minimized investment in warehouse inventory. In fact, this
reduction of variety was carried over to the bottles inside the
cases. [yellow tail] broke industry conventions. Casella Wines

7. was the
first company to put both red and white wine in the same-
shaped bottle, a practice that created further simplicity in
manufacturing and
purchasing and resulted in stunningly simple wine displays.
The wine industry worldwide was proud to promote wine as a
refined beverage with a long history and tradition. This is
reflected
in the target market for the United States: educated
professionals in the upper income brackets. Hence, the
continuous focus on the
quality and legacy of the vineyard, the chateau’s or estate’s
historical tradition, and the wine medals won. Indeed the growth
strategies
of the major players in the U.S. wine industry were targeted at
the premium end of the market, with tens of millions invested in
brand
advertising to strengthen this image. By looking to beer and
ready-to-drink cocktail customers, however, [yellow tail] found
that this
elite image did not resonate with the general public, which
found it intimidating. So [yellow tail] broke with tradition and
created a
personality that embodied the characteristics of the Australian
culture: bold, laid back, fun, and adventurous. Approachability
was the
mantra: “The essence of a great land . . . Australia.” There was
no traditional winery image. The lowercase spelling of the name
[yellow tail], coupled with the vibrant colors and the kangaroo
motif, echoed Australia. And indeed no reference to the
vineyard was
made on the bottle. The wine promised to jump from the glass
like an Aussie kangaroo.
The result is that [yellow tail] appealed to a broad cross section

8. of alcohol beverage consumers. By offering this leap in value,
[yellow tail] raised the price of its wines above the budget
market, pricing them at $6.99 a bottle, more than double the
price of a jug
wine. From the moment the wine hit the retail shelves in July
2001, sales took off.
The Eliminate-Reduce-Raise-Create Grid
There is a third tool that is key to creation of blue oceans. It is
a supplementary analytic to the four actions framework called
the
(see figure 2-4). The grid pushes companies not only to ask all
four questions in the four actionseliminate-reduce-raise-create
grid
framework but also to on all four to create a new value curve.
By driving companies to fill in the grid with the actions ofact
eliminating and reducing as well as raising and creating, the
grid gives companies four immediate benefits:
It pushes them to simultaneously pursue differentiation and low
costs to break the value-cost trade-off.
It immediately flags companies that are focused only on raising
and creating and thereby lifting their cost structure and often
overengineering products and services—a common plight in
many companies.
It is easily understood by managers at any level, creating a high
level of engagement in its application.
Because completing the grid is a challenging task, it drives
companies to robustly scrutinize every factor the industry
competes
on, making them discover the range of implicit assumptions

9. they make unconsciously in competing.
FIGURE 2-4
Eliminate-Reduce-Raise-Create Grid: The Case of [yellow tail]
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EBSCO : eBook Collection (EBSCOhost) - printed on 6/13/2019
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AN: 129668 ; Kim, W. Chan, Mauborgne, Renée.; Blue Ocean
Strategy : How to Create Uncontested Market Space and Make
the Competition
Irrelevant
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