A Literature Review of Health Promotion

Literature Review of Health Promotions Grand Canyon University NRS 429 September 12, 2010 Literature Review Traditionally the United States health care system has been sickness-oriented. However, in the last two decades, a new paradigm has emerged. This new paradigm emphasizes wellness rather than sickness. As a result in this change in focus, health promotion is now an integral part of the nursing profession. This research paper will review current literature from three professional sources relative to the nursing profession and health promotion.This paper will analyze: 1. How is health promotion defined? 2. What is the purpose of health promotion? 3. How has the role of a nurse changed as the result of the emphasis on health promotion? 4. How are nurses implementing health promotion? 5. Identify, compare and contrast the three levels of health promotion prevention. Health promotion simply stated are the activities and behaviors that help individuals stay healthy. These behaviors an d activities include self-responsibility, physical fitness, nutritional awareness and stress reduction and management.In their research for â€Å"Brunner and Suddarth’s Textbook of Medical-Surgical Nursing,† Smeltzer and Bare (2006) state â€Å"health promotion can be defined as activities that by accentuating the positive assist a person to develop those resources that will maintain or enhance well-being and improve the quality of life. It refers to the activities that a person does personally in the absence of symptoms in an attempt to remain healthy. These activities do not be assistance of a member of the health care team. (Smeltzer & Bare, 2006).Health promotion in the United States has a single purpose. That purpose according to Smeltzer and Bare (2006) is â€Å"to focus on the person's potential for wellness and to encourage him or her to alter personal habits, lifestyle and environment in ways that will reduce risk and enhance health and will being. † T he role of nurse’s has changed dramatically as a result of the emphasis on health promotion. Historically, nurses focused on the diagnosis and treatment of a disease, sickness or condition and emphasis on health promotion was nonexistent. However, today that has all changed.Nurses are now expected to expand their primary care services to include psychosocial nursing, advocacy, behavioral science, counseling and advocacy in addition to patient assessment, clinical diagnosis and patient-case management. In the article â€Å"Defining Nurse Practitioner Scope of Practice: Expanding Primary Care Services,† Sherwood, Brown, and Wardell (1997) state â€Å"the role of the nurse practitioner continues to evolve in response to changing societal and health care needs as consumers in all settings seek increasing services†. (Sherwood, Brown and Wardell, 1997).Nurses implement health promotion strategies in a variety of ways. Due to the high level of credibility nurse’ s have with their patients, they greatly influence their patients with their passion. By emphasizing health promotion strategies such as self-responsibility, proper nutrition, exercise and stress management, nurses plant the seeds of wellness in the minds of their patients. While ultimately, it is up to the individual to make healthy changes in their lives, the role of the nurse practitioner plays a huge role in motivating individuals to adopt healthy habits.There are three levels of health promotion prevention. They are the primary prevention, secondary prevention and tertiary prevention. These levels are stages of the disease process during which preventive actions can be highly effective. Primary prevention focuses on preventing illness or trauma. An example of a primary prevention intervention would be an immunization. The objective of primary prevention strategies is to reach as many individuals (who may be at risk) as possible. The majority of health promotion programs in the United States are implemented at this level.According to Liburd, Collins, Giles, et al (2007) â€Å"In the decades since chronic illnesses replaced infectious diseases as the leading causes of death, public health researchers, particularly those in the field of health promotion and chronic disease prevention, have shifted their focus from the individual to the community in recognition that community-level changes will foster and sustain individual behavior change. † Secondary prevention emphasizes early detection and intervention against illnesses and disease.An example of a secondary prevention strategy would be a screening program. The objective of secondary prevention strategies is to limit the spread of infectious diseases as well as treat those individuals identified with a disease or condition before the illness fully develops. According to Peek, Cargill and Huang (2007) â€Å"health care interventions improved the quality of care for racial/ethnic minorities, improved health outcomes (such as diabetes control and reduced diabetes complications), and possibly reduced health disparities in quality of care. Tertiary prevention focuses on recovery and rehabilitation after a disease, condition or illness has occurred. The objective of tertiary prevention strategies is to prevent and limit further patient deterioration resulting from a sickness, condition or disease. Joseph Betancourt and Joan Quinlan (2007) state â€Å"The paradigm of personal responsibility for one’s health, which includes the responsibility of patients to follow their physician’s instructions and adhere to their treatment plan, now carries great weight among health care providers. A careful review of the literature presented strongly indicates the fact that nurses are key components in the health promotion phenomenon. Their influence can be identified every step of the way. Their roles have changed (expanded) significantly in the last ten years. Nurses are no longer limited to explaining to individuals how to get well but also how to remain healthy. The importance of this change cannot be understated. In the article ‘The Future Role of Nursing in Health Promotion† the authors Chiverton, Votava and Tortoretti (2003) state â€Å"never before has health promotion been more important than it is today.Nurses in education, practice, and research settings participate in the advancement of health promotion not only to the mainstream but to the forefront of nursing practice. Historically, nurse educators have taught patients how to manage illness; in the future, the focus must be on teaching people how to remain healthy. † (Chiverton, Votava and Tortoretti, 2003).

Core and periphery of Brazil

With reference to your selected region; locate and account for the emergence of a core, of relative wealth and a periphery of relative poverty. Discuss the relationship between the core and periphery, and note why the core is over-heating. What strategies have been initiated to tackle these regional inequalities? Brazil is the largest of the Latin American countries, located in the South American continent. Brazil's unequal development has given rise to two areas of spatial inequality. These are called the Core and the Periphery. The core is a relatively wealthy area, and is seen as the industrial hub of economics and industry. The Periphery however is less economically developed, and is characterised by a declining or stagnant economy. This prominent division has been caused by many reasons. The Core's success has resulted in it overheating, and outward migration has resulted in the periphery's problems getting worse. Government Strategies were then designed to improve the spread of development across Brazil. John Friedmann's model, shown above, shows us how Brazil has developed and its inequalities. The Core is in the South East of Brazil and is an area of industry, with high levels of technology, capital and investment. Unlike the North the South is fortunate to have a warm, temperate climate with a distinct cooler season along the coast. Development is easier in these Southern conditions, compared to the difficult climates of areas such as Sertio, in the North, where there are frequent droughts. Also the Core's location is beneficial too, being near the coast; large ports are possible and ports such as Santos in Sio Paulo are very important for importing and exporting for Brazil. These ports are built close to mineral resources and industry, for products to be exported. The core is home to huge reserves of iron and sizeable reserves of gold and gemstones, including emerald, topaz and aquamarine. These are mainly found in Minas Gerais, and rich minerals such as these are very beneficial to an area and they bring great revenue. Sio Paulo, Belo Horizonte and Rio de Janeiro are three cities that make up Brazil's industrial triangle, which is the centre of its industry. Sio Paulo is home to approximately one-third of the Brazilian GDP, with its economy based on machinery and automobile industry. Rio de Janeiro had the second largest economy after Sio Paulo and is home to the country's largest bank – Banco de Brazil. Belo Horizonte has become an international reference in information technology and Biotechnology. The Core has a good infrastructure, with efficient roads and railways that attract development. There is a large market for consumer goods and services, with a thriving work force, created by the large population. The South East of Brazil was the centre of trade in the country's colonial history too. Brazil was a Portuguese colony for over 300 years and the Portuguese exploited the land and exported minerals to Europe. The Southeast of the country was their centre of trade, so ports began to grow to export raw materials e. g. Santos and Rio de Janeiro. This was the start of the core's advanced development that left the peripheral areas behind in development. Foreign investment has accelerated the Core's development, with Germany as an example. Germany has invested $10 billion in Brazil, as 15% of its total foreign investment. There are now 1,024 German companies present in Brazil. Now German executives are being replaced by Brazilians to take over and run the companies. This will benefit the country even further, as its people become wealthier. As well as Germany, the united States have invested too, and Sio Paulo is considered to headquarter more American Companies than any other city outside of the U. S. The Car Industry has been a catalyst for development. With Ford, General Motors and VW in Brazil, hundreds of component suppliers have been attracted. Near to VW's plant for bus and trucks, is Volta Redonda, Brazil's main steel industry. This thrives from the car industry in Brazil and brings 1800 more jobs and $250 million of investment to Brazil. The Periphery is quiet different, located in the Centre West of Brazil. The Peripheral areas often suffer from declining industries, creating a negative image, which is unfavourable to new development in relation to the core. Low productivity and reduced demand for minerals has left the periphery less favourable in comparison with the core. Young and ambitious workers often leave the periphery to move the core, where there are greater job opportunities. This adds to the problems that the periphery faces, with a reduced work force and an aging population. The North has never been prosperous and has always been thinly populated. The development of Brazil's peripheral region has been stunted by its many problems. Environmentally, the peripheral areas in the North- East suffer epic droughts. This area is struck by mild droughts every 3years and a severe one every 12. Any remaining water is unsafe to drink and cholera strikes in epidemics. The temperatures through the dry season can reach 42iC and the temperatures and dry conditions make development very difficult and slow. The land available for growing crops is scarce and the soil is generally poor, thus meaning farmers that are dependant on one crop can't grow it, are struggle for food for their livestock. The people often have no or little education and can only get jobs in unskilled sectors and industry is mainly in agriculture. Most people are dependant on cottage industries and specific crops. The Northeast is the poorest region of Brazil, with the worst HDI rates of the country, mainly in the rural areas, which suffer from long periods without rain. This is somewhat ironic since the Northeast, during Brazil's colonial era when sugar production was higher, was the most prosperous region in all of South America. Health care is very bad, malnutrition is common in people living in these areas and child labor is a concern, as is child prostitution in major cities. Prostitution in the major cities has become an enormous problem, caused largely by the low Brazilian minimum wage as well as sexual tourism. In contrast to the situation occurring in the other Brazilian regions where social problems are worse in bigger cities, social problems in the Northeast regions are worse in the rural and small communities of the interior, lessening in bigger cities near the coast. With a lack of mineral resources and a poor infrastructure the Northeast of Brazil's development was very slow, especially with little energy resource to aid it. The quality of life in the Peripheral areas was low and the higher wages in the core appear much more favourable. The Core has its Problems too, overcrowding of people and competition for business, resulted in the core overheating. People move to the Southeast to improve their quality of life. However so many people now live and work in the big cities of the core that this begins to create its own problems. Since not enough housing can be provided for all these people or indeed afforded, people make their homes on unreclaimed public land. This resulted in a high occurrence of Shanty Towns or Favelas. These areas of irregular and poor quality housing are often crowded onto hillsides. Landslides in such areas, caused primarily by heavy rainfall but worsened by deforestation, are frequent. In recent decades, favelas have been troubled by drug-related crime and gang warfare. There are rumors that common social codes in favelas forbid residents from engaging in criminal activity while inside their own favela. Favelas are often considered a disgrace and an eyesore for local people within Brazil. The overcrowding caused by in-migration in the cities results in congestion and air pollution. This is worsened by the industrial pollution from manufacturing companies and from petrochemicals. Competition from other companies has resulted in closures of existing ones, meaning jobs are lost. Also wage rate were seen to be lower elsewhere so some businesses have chosen to move, to pay lower rates. The port of Santos had noticeably higher holding charges than other major ports; commerce was lost here as companies left. Under Unemployment is an issue in Brazil, this is where people hold jobs that don't contribute to the country's productivity. These are jobs in the informal sector such as, camelos, street vendors and prostitution. The minimum Monthly wage is R$200, although about 30million people in Brazil are not even making that much. The Brazilian government designed strategies to spread development across Brazil, with the Amazon region and the Northeast as the main problem areas. To begin the alterations a nationwide transport network was built, this included the Amazonian Highway. This re-encouraged mining and other economic activities to develop in the Amazon region. Two main approaches were used to tackle regional differences. These were the top-down and the bottom-up approaches. The top down approach is central around the government's decisions and doesn't really involve the people. Governments often concentrate their development resources in Growth poles, such as Brasilia and Recife, with the hope that economic growth will take place and spread to surrounding areas. Also growth corridors are often designated, that are designed to encourage industrial investment. These are often positioned along major roads that connect major urban areas and provide good access. In the Northeast there has now been heavy investment from new industries using power from the Sao Francisco River and the capital city was moved from Rio de Janeiro to a new city Brasilia. These are Top-down approaches, where government decisions try to overcome the disparity between the rich and the poor. Bottom-up approaches are centered on the people, helping them to help themselves. Local communities are consulted about the best ways to improve their quality of life, and they together plan the best methods. The government offered incentives to encourage businesses like Grendene to move away from the core. In this case the shoe company Grendene, worth $100billion, moved to the North East. The Capital of Brazil used to be Rio de Janeiro but in 1960 the Brazilian government decided to build a new capital inland, Brasilia, in an effort to develop the interior of Brazil. Brasilia acted like a magnet and changed migration patterns, and encouraged economic development in different areas. Many specific strategies were also implemented. Two regional development agencies were set up in 1959 called SUDENE and SUDAM, and they were responsible for managing the economic and social development of the country. SUDENE in the Northeast and SUDAM in the North; organized programmes such as; road building, the installation of power stations, building schools and developing ports. The work of SUDENE linked with the Northeastern pact of 1996 many improvements were made. The infrastructure in terms of irrigation, energy supply, transport and communications were improved. Canals were formed to link up rivers, dams were built and the drinking water was improved. Also efforts were made to modernise agriculture, to promote subsistence farming and cottage industry, to avoid the worst effects of droughts. Beer brewing plants were moved from Rio de Janeiro to Ceari, the Antarctica and Kaiser breweries created new jobs and revenue. This followed other industries moving to the northeast to lower labour costs and tax breaks. Also the state Maranhao has begun to attract companies from Taiwan, with and expected benefit of $1 billion. This move is to find cheaper labour and the abundance of raw materials in the area. Brazil now has a good tourism industry set up, with visitors coming to the beautiful locations along the north east coasts especially. Although progress has certainly been made, the regional programmes have not lived up to their entire expectations. Sustainable growth wasn't always considered and tax incentives made quick short term solutions. Further development in the Northern areas of Brazil has meant huge areas of forest land have been cleared under the grounds of land improvement, but deforestation is posing a larger threat. Global climate change has resulted in stricter rules, which could hinder their progress. The increasing debt of the country has meant that there is less and less capital available for investment. The gap between the core and the peripheral regions in Brazil has certain closed a little but there is certainly more to be done.

Anatomy, Physiology and of the Integumentary and Lymphatic Systems In Essay

Anatomy, Physiology and of the Integumentary and Lymphatic Systems In Conjunction with the Immune System - Essay Example The inner core is keratin, while the outer layer is a single layer of overlaid flat cells (Gale, 2005, Hair section). All integumentary external cells, of nails, hair, and skin, are dead cells. This is because new cells are generated beneath the surface; this process pushes the dead cells towards the outside. This process is easiest to discuss through an anatomical dissection of the skin into it's three layers: the epidermis, the dermis, and the subcutaneous layers. The epidermis is composed of multiple layers of epithelial cells, which are extremely flat and range from two extremes. The outermost layer is entirely dead and made entirely of keratin, which is tightly joined so as to be waterproof. The innermost layer, consists of basal and melanocyte cells: the former produces keratin; the latter, melanin. Beneath these layers lies the live cells of the dermis, which produces all of the accessory features, contain the nerve fibers and blood vessels, and is constructed of fibrous proteins of collagen combined with connective tissue. The dermis is much thicker than the epidermis and is anchored to the muscles by the subcutaneous layer (Gale, 2005, Epidermis and Dermis sections). Farabee ( 2001a) notes that "Skin functions include protection, regulation of body temperature, sensory reception, water balance, synthesis of vitamins and hormones, and absorption of materials." The external layer both prevents excessive water loss while allowing the body to cool itself via sweat glands and the process of evaporation. The glands contract when the body has cooled. Other glands secrete acidic solutions to the skin surface to prevent fungus growth. Sebaceous (oil) glands secrete a mixture of fatty proteins both through hair follicles and directly to the skin surface. These oils prevent the dead hair and skin cells from drying out, while simultaneously killing bacteria on the skin surface (Gale, 2005, Sebaceous glands section). The epidermal melanocytes help prevent harm from UV radiation by producing melanin - it is this pigment which gives the skin both it's coloring and it's ability to darken (Gale, 2005, Epidermis section). The dermis sends nutrients to the epidermis through extended capillaries into the basal cells called dermal papillae. The dermal papillae result in looped ridges on the outer surface, i.e. fingerprints and similar markings. The sweat glands of the dermis are divided into two categories: the eccrine and the apocrine (Gale, 2005, Dermis section). The first are the sweat gland found all over the body, the second refers particular sweat glands found in the armpit, groin, and nipple area. The apocrine are normally larger glands which empty out into hair follicles; their production attracts a bacteria which produces what is generally termed 'body odor'. The dermis layer also contains the hair follicles (attached to pili muscles), and sensory receptors, which communicate information of temperature or pressure to the brain, thus allowing the brain to process external information (Gale, 2005, Hair and Sensory Reception sections). The lymphatic system mimics the circulatory system: it is a system of tubes that spread throughout the body anywhere the blood is carried. Plasma from the blood washes

Coca Cola and Coffee House Essay Example | Topics and Well Written Essays - 500 words

Coca Cola and Coffee House - Essay Example It should be noted that the Coca-Cola Company is highly regarded for its very effective and heart-warming television commercials. Maintaining this image, Coca-Cola Coffeehouse will initially invest in advertising its products through major television stations during hours of the day where the target market is likely to be in tuned with this media. Before the official opening of the Coca-Cola Coffeehouse and the release of its various products, television commercials will be strategically employed in order to inform customers of the new sensation to hit the town. Since, the business organization will initially focus on the Northern American market, the advertisements will feature the values and culture of the clientele. However, advertisments will vary according to the region where it is aired. Recognizing the huge potential of the internet as a medium in marketing goods and services, Coca-Cola Coffeehouse will also launch its own website. In this portal, the company will inform customers the variety and calorie content of its products. The website will also be used to inform customers where products are available. An online chat with Coca-Cola Coffeehouse's customer service representatives will also be available to address queries and other concerns. In order to intensify its efforts in promoting the products, Coca-Cola Coffeehouse will be aggressively promoting its products in magazines, newspapers, and other p

Marijuana- illegal or legal What is best for Hawaii Research Paper

Marijuana- illegal or legal What is best for Hawaii - Research Paper Example It was also commonly used as an intoxicant in this period. However, a campaign by the Bureau of Narcotics and Dangerous Drugs, portraying it as an addictive and powerful substance that acted as a gateway drug led to its illegalization. It became a symbol of authority rebellion for hippies and college students in the 60s. Along with LSD and heroin, marijuana was classified as a schedule 1 drug in 1970 through the Controlled Substances Act, which classed it as possessing high potential; for abuse with no accepted use in medicine. The Bush and Reagan â€Å"zero tolerance† era saw the passage of strict regulations and sentences for marijuana possession and increased surveillance of cross-border smuggling (Joffe & Yancy 637). This brought a shift to reliance on domestic marijuana cultivation in California and Hawaii. However, expanded crackdowns saw another shift towards indoor growing; leading to a decade of falling marijuana use. However, its use saw a revival in the 90s, which l eveled off in the 2000s. Where We Are Today In Hawaii With Marijuana? On 8th March, 2011, the state senate passed five bills related to marijuana. Senate Bill 58 increased marijuana amounts that an individual could carry to allow them carry 5 ounces or grow 10 plants at any given time (Cooper & Daws 276). The bill was also meant to protect the confidentiality of patients and address issues concerning marijuana transport. Bill 113, in turn, provided for a marijuana research program of three years, which would be conducted in Hawaii involving local marijuana users and qualified researchers. Bill 175, should it be passed into law, would see a shift in authority of marijuana laws to the Health Department from the Public Safety Department. Bill 1458 aims to create three class levels for licensing purposes: the first is â€Å"compassion centers that will be responsible for the dispensation of marijuana, the second for cultivation centers, and the third for the sale of infused marijuana ( Cooper & Daws 279). One of the most essential steps towards marijuana legalization is Bill 1460, which seeks to decriminalize any amount of marijuana that is less than one ounce. The bill also proposes that requirements that currently call for reporting of students in possession of marijuana be cancelled if they are caught in possession of less than an ounce of marijuana (Cooper & Daws 280). The five bills in the Senate are widely supported with two among them seeing unanimous approval with the other three facing a maximum of two no votes. These bills are expected to continue towards House approval. According to a number of senators, the economic conditions, money spent on arrests, drastic debts in the state, and the proven effects of medical marijuana make it high time to learn from the decriminalization in Colorado. In addition, if law enforcement and state government should put their efforts towards proper taxation, rather than prosecuting and prohibiting distributors, growers, a nd users so as to provide revenue that is required to improve the debt in the state (Cooper & Daws 281). The recent support given by senate is a sign that this is agreed on by a majority of the senators. Marijuana as a Legal Drug Uses of Marijuana There are various methods of marijuana administration, such as smoking of dried buds, vaporizing, taking capsules, and eating or drinking extracts

The Case Against Affirmative Action Research Paper

The Case Against Affirmative Action - Research Paper Example For instance, since the blacks were treated as slaves once, it is justified that they should be getting some privileges over and above the whites that perhaps had no connection with slavery. The idea is based upon â€Å"Two Wrongs Make a Right Thesis† (Pojman) Despite all, one might argue essentially on the basis of discrimination alone that affirmative action cannot do justice to the society at large an is ethically wrong. 1. Students who begin their career at a disadvantage will need some thrust or support to move forward. Coming from black families put them often at a disadvantage in terms of economic and social status. They often belong to crime-infected families and are place at a disadvantage compared to the whites. 2. Affirmative action will draw the people from minority groups to choose those profession or academic careers, which they would not have thought in other circumstances. For instance, women are entering into fields of technology. It is important to alter the stereotypes in order to prevent future discrimination. 5. Another argument, which is often put forward states, is based upon â€Å"No One Deserves His Talents†. Individuals do not have claims to any particular merit; hence they will not have access to the better ranks or positions in the society. 1. Discrimination of any sort is bad even if it is biased towards the majority groups. In fact this is a case of reverse discrimination. It is pointless to punish the innocent white people for the wrongdoings of their ancestors. 2. The diversity argument is favor of affirmative action has been discussed before. However, in certain cases where a white policeman might be able to arrest a black criminal better and vice versa might be regarded as a case of merit instead of affirmative action. 3. The ‘No One Deserves His Talents’ is based on the ground – ‘If a person does not deserve what produces something, he does not

Aviation Research Paper Scholarship Essay Example | Topics and Well Written Essays - 1250 words

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Exxon Moblie Company Essay Example | Topics and Well Written Essays - 1250 words

Exxon Moblie Company - Essay Example The company had stored over 72 billion equivalent of oil barrels by the end of 2007. The company also has 37 oil refineries in 21 different nations. This makes Exxon Mobil Corporation the world’s leading refiner (Vassiliou 54). This paper will look at the Exxon Mobil Corporation. Exxon Mobil Corporation is the leading of the largest oil producers in the world. The company boasts of an everyday oil production of 3.921 million barrels of equivalent. This was almost 3% of the globes oil production, in 2008. Nonetheless, when Exxon Mobil Corporation is categorized by gas and oil assets, it is placed 14th in the globe. The Daily Telegraph wrote an article in 2012. This article asserts that Exxon Mobil Corporation has become one of the most despised companies in the world, with the ability to influence the fate of many countries and American foreign law. In addition, Exxon Mobil Corporation drills oil in areas leased to them by countries controlled by dictators, for example, Equator ial Guinea and Chad. The company also has little regard for the environment. The company’s chief executive, Lee Raymond, until 2005, opposed the administration’s interference at any stage and was cynical about global warming and climate change (Vassiliou 57). The corporation was condemned for its sluggish reaction to handling the Alaska oil spill. The headquarters of Exxon Mobil Corporation is in Texas, Irvin. The corporation sells products all over the globe under the trade names of Esso, Mobil, and Exxon. In addition, the company owns a number of businesses, for example, SeaRiver Maritime, an oil shipping corporation, and Imperial Oil Limited, located in Canada. It owns 69.6% of the Imperial Oil Limited. The upstream division of Exxon Mobil Corporation leads the corporation’s cash flow. It contributes almost 70% of returns. The Exxon Mobil Corporation’s corporate citizen report in 2006 indicated the company offers 82,000 employment opportunities all ove r the world (Vassiliou 62). The report also asserts that 27,000 workers are located in the company’s Houston upstream headquarters and almost 4,000 workers are in the company’s Fairfax downstream headquarters. Exxon Mobil Corporation is structured functionally into several functioning sections. These sections are subdivided into three groupings. Nonetheless, Exxon Mobil Corporation has a number of supplementary sections, for example, Coal and Minerals, which are separated from the main divisions. The upstream division is located in Houston, Texas. It is concerned with wholesale operations, shipping, oil exploration, and extraction. The downstream division is located in Fairfax, Virginia and is concerned with retail operations, refining, and marketing (Vassiliou 64). Also, the downstream division comprises SeaRiver Maritime, International Marine Transportation, ExxonMobil Refining and Supply Company, and Engineering Company ExxonMobil Research, and ExxonMobil Fuels, Lub ricants and Specialties Marketing Company. In addition, the chemical division is found in Texas. Exxon Corporation’s chief executive officer had a meeting with Mobil Corporation’s chief executive officer in 1998. Both these chief executive officers had initial talks of the probability of a merger between the two corporations. Later on, management proceeded with negotiations and gave the board the results of the discussions. In 1998, the chief

Project Management Organizational Structures paper Essay

Project Management Organizational Structures paper - Essay Example The functional structure is often referred to as classical or traditional organizations which were developed from Marx Weber’s classical theory (Braden). In these types of organizations the power structured follows a vertical chain of command that is clearly defined. The general manager has control over the entire operations. All the division bosses report to him and the employees within each department report to the division managers. Employees working within this structure have a clear understanding of the power system. This is beneficial and it enhances loyalty among the workers since they understand who will help them move up in the corporate chain. The system itself is very organized and this simplifies the budgeting and control duties. A company establishing a new operation oversees would benefit from this model. In such a scenario management does not have a clear understanding on how the culture affects the employee’s productivity. A tight control is necessary to gear the employees into becoming a synergic unit with its unique corporate culture. Another situation in which the traditional corporate structure is beneficiary is in very large companies with lots of human resources. There are some disadvantages to a functional corporate structure. The model is not good at responding to the needs of the customers since no one in particular within the organization is focusing on their needs. Each department focuses in their particular task and the model does not allow effective communication between departments. The lack of communication makes the structured not suited for efficient project teams. There is very little project planning, reporting and practically no project authority. Innovation is not encouraged in this system. The different departments concentrate their efforts on their specific work tasks and do not visualize the importance of project teams. A pure product or projectized organizational structure is a

How Internet Has Changed People Essay Example for Free

How Internet Has Changed People Essay The Internet has changed a lot over the year and a lot of people really dont talk to each other anymore instead they talk either on Facebook or another Internet site. With all the things that you can do most families really dont spend any time with each other anymore because everyone is doing something on the Internet. Now a day’s people can log on the Internet where ever they are. Because the internet decreases face to face interaction, makes it easier to retreat into a cyber-world, and vastly polarizes opinions and minimizes basic etiquette, the internet has done much to divide the global population, rather than connect it. About 86 percent of the world population uses the internet on a daily bases. Over the years Internet has decreased face to face interaction quite a bit. Now days if someone want to talk to someone they will just video chat with them over the Internet on apple devices, cell phones, computers, and Xbox. Also when someone wants write someone else they dont get out paper and pen they go on the Internet and email them. Now days it is much easier to retreat into a cyber-world, than it is to retreat in this to in the real world. Social websites like Facebook and twitter have made people a whole lot less social than they were years ago. The average Facebook user creates 90 pieces of content every month! Internet has done so much to divide the global population, rather than connect it. Instead of families spend quality time with each other they are all in different rooms on the Internet doing different things. I have noticed over the years that a lot of people have become more depend on the internet that they don’t know what they would do without it. A lot of things for schools are now on the internet like for my math class everything is online and very little on paper. Now days most parents don’t see their kids because they are usually in their room on the internet doing different things like either video chatting, play a game online, or online chat rooms. According to Pewresearch.org â€Å"A new Pew Internet Project report reveals that 93% of teen’s ages 12†17 go online, as do 93% of young adult’s ages 18†29.† Today every teenage has their own TV, computer, and other electronic devices just in their room. A lot of people think that they need their cell phones or their computers and they don’t know what to do when it dies when the power is out. They think that it is the end of the world when either their phone dies or their computer dies when they power is out. Peoples are lost without the internet. Devices that have internet access are addicting and people sometimes don’t know when to stop. The internet has come a long way since it started and now everything is online from banking to emailing and lots of other things. A lot of education is on the internet more and more each year, for example if you need help and don’t know how to do a math problem and you don’t want to leave your house you can just search the internet for an online tutor. 107 trillion emails sent in 2010 and many more since then. People are now dating other people over the internet, instead of meeting each other the old fashion way. With online chat rooms you can talk to someone that is in a whole different country and not even know that. Individuals are becoming less independent on families than they were before. According to SocialMediaToday.com writer Tim Patterson, Facebook has 518 million users. I think that the internet is making people a whole lot less social than they were before the internet started. My family can be so caught up in what we are doing on the internet that forgets that one another are even home. I think that people should spend less time on the internet and more time with their families. According to InternetWorldStats.com in 2010 the United States Internet Users the top 5 states are California (29.8 million users), Texas (17.2 million users), New York (16.1 million users), Florida (14.8 million users), and Illinois (10.2 million users).

Developing and improving environmental problems

Developing and improving environmental problems Environmental problems are always on the agenda when it comes to developing new and improved ways to â€Å"fix† the concerns the general public holds towards the current environment. New technology and new sources of clean energy, fuel, and water are the challenges being embraced by new, young, and exciting companies. The thinking of these companies is that new technology is the focus that is needed to bring about environmental change. The portfolios of these fledgling companies are growing, and the dreams of these energetic companies will soon become reality as the plans come from the drawing boards to commercialisation. Young entrepreneurs are being made millionaires virtually overnight and Australia is seeing a rise in its superannuation funds giving the impression that Australia is definitely not in a cash shortage. This growth, as well as sustained resources, has built the Australian superannuation economy to nearly $1.2 trillion with just 2 percent of these funds represented by venture capitalists. With the prospect of new technology comes the expansion of the Australian venture capital which is currently worth around $65 million a year. Government policies, along with consumer demand and environmental pressures, have brought about the growth in these technological companies which has now attracted 13 percent more venture capitalists. This gives us the impression that the clean technology boom is matching that of the 1990s Dotcom boom. With clean technology being compared to the Dotcom boom, key differences are highlighted by the promise of spectacular returns on high-risk investments. The Dotcom boom was in fact a very promising enterprise (on paper) with many of its success stories still showing profit. However, there are those that did lose out when the saturation of the market forced company profits down. Unlike the Dotcom boom, clean technology is seen as an ever constant need for the solution to environmental problems. With the current government regulations on offer there is no shortage of assistance giving the clean technology companies the range in which to work and the support needed to get the ideas from the drawing board to the consumer market. The key here is to have somewhat of a balance between environmental responsibility and producing creative solutions. This gives way for any rival ideas to be brought forward with each environmental problem. The silicon that is used to generate decentralised electricity is currently expensive and while silicon companies are conducting ways to cut this cost, other companies such as electricity companies are looking for ways to reduce consumers electricity expenses by using cheaper materials that in fact perform the same function. Government and venture capitalists funds as well as the initial public offering of more than $1 billion has helped lead the way for this clean technology venture and to date there is currently only five specialists in this field to ensure its steady growth. Australians are definitely unique in their way of thinking. What might seem like mere common sense ideas are in fact solutions to problems. Distribution networks and climatic conditions give way to an endless supply of ideas that make way for the clean technology sector. Australia has launched its first wholesale carbon fund with the idea of raising $250 million from wholesale investors. Fifty percent of The ArkX fund is to be invested into global renewable energy with 25 percent in Clean Development Mechanism, 20 percent in trading European Union carbon credits, and the last 5 percent being invested in high-risk projects in Australia. Around 70 dedicated carbon funds currently operate globally with some of these funds returning a 24.7 percent profit to date. With the environment in turmoil, the need for clean technology increases and while there are always going to be some companies that will benefit from technological advances there will unfortunately be those that dwindle. The biggest irony in the environment dilemma is the fact that technology was the instigator of the current problems and now seems to be the only thing that can relieve the situation. Bearing this in mind, the real winners in this matter will undoubtedly be the environment and indeed the general public.

Reflexivity :: Enthnography Anthropology Essays

Reflexivity Anthropologists research and write. They participate and observe in order to produce ethnographies. While some anthropologists venture to â€Å"exotic† lands to study the â€Å"natives,† others conduct ethnographic research within their own culture. Despite the diverse cultures they examine and the use of a tape recorder instead of a pen and a notebook, the ethnographic process is virtually the same. Or is it? Although similarities between ethnographies exist, when it comes down to it, ethnographies differ from one anthropologist to the next and one culture to the next based on the writing techniques applied by the ethnographer, the position of the anthropologist (age, gender, class, culture), and his or her life experiences. Some ethnographers use reflexivity, a writing tool that personalizes ethnography as the anthropologist writes about his/herself in the work. In a reflexive ethnography, the anthropologist positions his/herself in relation to the examined c ulture and writes about his/her ethnographic experience, an experience which hopefully bridged the gap between the anthropologist’s culture and studied culture, converting the â€Å"outsider† status of the anthropologist to an â€Å"insider† position. Reflexivity allows the ethnographer to show how and why it is that he/she empathizes with a culture and to allow the audience an opportunity to identify with a culture that is not his/her own. Ultimately, reflexivity conveys the importance to acknowledge the similarities and differences that exist between cultures. In a reflexive ethnography, anthropologists locate their position in another culture and outline their experiences inside and outside of the examined culture. George E. Marcus describes reflexivity as â€Å"the practice of positioning† (Marcus 198). Reflexivity â€Å"locates the ethnographer . . . his or her literal position in relation to subjects† (Marcus 197-198). In other words, reflexivity conveys to the audience that the ethnographer â€Å"was there.† In most cases the ethnographer uses phrases such as, â€Å"I realized,† or, â€Å"I examined,† or simply â€Å"I.† This declaration of first-hand cultural knowledge grants the ethnographer authority to write about and understand a culture because he/she participated and observed the culture in action. Renato Rosaldo writes about positioning and the authority it gives him to write about the Ilongot tribe. In â€Å"Grief and a Headhunter’s Rage,† he writes, â€Å"The ethnographer, as a positioned subject, grasps certain human phenomena better than others. He or she occupies a position or structural location and observes with a particular angle of vision .

NASAs Contribution to Technological Advances on Earth Essay -- Exposi

NASA's Contribution to Technological Advances on Earth Abstract   Ã‚  Ã‚  Ã‚  Ã‚  NASA is more than just a space administration; it shows itself everyday in the world although at first it might not be apparent. There are not many people that know the variety of what it has brought to everyday life. NASA is not limited to just aerospace technology. The three main fields of development have been medical, environmental and consumer products. Each field is equally important to technological development. NASA’s space exploration is essential for the advancement of technology on Earth. History   Ã‚  Ã‚  Ã‚  Ã‚  On October 1, 1958, the National Aeronautics and Space Administration (NASA) was created. It was the day of beginning a rich history of unique scientific and technological achievements in human space flight, aeronautics, space science, and space applications. It was formed because of the Sputnik crisis of confidence. NASA inherited the earlier National Advisory Committee for Aeronautics (NACA), and other government organizations, and immediately began working on options for human space flight (Roland, 1999).   Ã‚  Ã‚  Ã‚  Ã‚  NASA was first called upon to find out if humans could survive in space in Project Mercury. This was then followed by Project Gemini, which built upon the successes of Project Mercury and used a spacecraft built for two astronauts. NASA then turned their attention to the moon in Project Apollo, which was successful in 1969 when the Apollo 11 mission first put a man on the moon. The Skylab and Apollo-Soyuz Test Projects soon followed in the early and mid-1970s. NASA then resumed their human space flights in 1981, with the Space Shuttle program that is still continued today to help build the International Space Station (Launius &... ...ar System Exploration. Retrieved March 9, 2003, from http://solarsystem.nasa.gov/whatsnew/pr/021113B.html McDonough, B. (2002, March 28). NASA names top inventions. News Factor. Retrieved March 9, 2003, from http://sci.newsfactor.com/perl/story/16989.html NASA selects commercial, government inventions of the year.(2000, April 14). Aerotech News and Review. Retrieved March 5, 2003, from http://www.aerotechnews.com/ starc/2000/041400/NASA_Inventions.html Roland, A. (1999). "National aeronautics and space administration." World Book Encyclopedia (Vol. 14) Chicago: World Book, Inc. Watson, C. (2003, January 17). A JSC engineer turns the sun’s heat into a cool invention. NASA Human Space Flight. Retrieved March 14, 2003, from http://spaceflight.nasa.gov/shuttle/support/people/mewert.html#xml=http:// da spaceflight.nasa.gov/cgi-bin/texis.cgi/webinator/search/xtml.txt

Essay --

The Brain Pacemaker: A New Hope For Seizure Patients Molly M. Manley Schoolcraft College The Brain Pacemaker: A New Hope For Seizure Patients Times have certainly changed with the progression of technology and health care; more specifically, with the advances in care for patients who suffer from epilepsy. â€Å"An epileptic seizure is a transient occurrence of signs and/or symptoms resulting from abnormal, excessive or synchronous neuronal activity in the brain. This activity results in an alteration in motor activity, sensation, behavior or consciousness† (Solomon, 2012). Over the years, medications have been discovered to help minimize the amount of seizures and/or the intensity of seizures in patients of all age ranges; but not all medications are effective because of the variance in each person’s genetic make-up. Although, when medication fails, and the seizures don’t stop, that’s when a California-based company, NeuroPace, rewrites the present and future of patients with epilepsy. NeuroPace is responsible for the creation of the Responsive Neurotransmitter System (RNS); which d...

Cafe Nero Marketing Plan

[pic]vvv v Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 3 Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 4 Marketing Audit†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 5 PEST Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 5 Market Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 8 Micro Environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 10 Internal Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 12 SWOT Analysis.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 13 Assumptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. â € ¦.. Page 14 Marketing Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 15 Strategy Choices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 16 Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 17 Places†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 17 Products†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 18 Prices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 18 Promotion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. Page 19 Control & Evaluation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 20 Expansion †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦. Page 20 Success of new products and targeting operations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 20 Brand awareness†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 21 Introduction to International Expansion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 22 Which Country†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 22 How to Enter†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 23 What Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 23 References & Bibliography.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. Page 24 Appendixes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Page 25 Introduction This marketing plan analyses the key success factors of the company and our current market position in order to set the next market objectives and plans a one year plan strategy to reach those objectives. In the second part, this marketing plan outlines the issues that need to be considered to implement Caffe Nero overseas by analysing of international marketing of the company. Caffe Nero Group Plc Caffe Nero Group Plc was founded 1977 and currently owns 290 stores from Brighton to Glasgow with ? 0,7 million as turnover. We provide Italian coffee in European style coffee houses. Our philosophy consists on serving the best quality coffees and food in a friendly way in a pleasant atmosphere. Corporate Objectives †¢ Increase our market share in UK in order to be the leader. †¢ Starting international expansion in the Western Europe 1. Overview 1. 1 Market segmentation The coffee shop market in UK is estimated at ? 540 million in 2006 and had increased by 109% between 1999 and 2004 (Mintel, 2005). This market has emerged in 1990. It is dominated by single-site and independent coffee stores which account for 35% in terms of outlets numbers. However, branded coffee shop companies have grown significantly. In 2004, the top four branded coffee shops, which include Starbucks, Costa, Caffe Nero and Puccino’s, accounted for 23% of the whole market and were expected to keep expanding (Mintel, 2005) (Figure 1). Caffe Nero Group Plc is the last entrance between the top fives competitors in the UK coffee shop’s market. We currently own 290 stores with a turnover of ? 90,7 million. This is due to an aggressive expansion strategy that we have conducted from 1999. Indeed, we were ranked 20th on the annual listing that gather rapidly growing European companies in the 2004 and 2005 Europe's 500. Figure 2 shows how the market shares were split between the top five competitors in 2004. 2. Marketing Audit This section shows external and internal factors that characterize the coffee shop market. It is essential to determine them in order to have a better understanding of the market characteristics. 2. 1 PEST Analysis Political & Legal Environment Fair trade coffee is becoming an important issue in UK since Starbuck introduced it in 2002. It appeared first in 2000 in the US where activists pressured Starbuck to carry fair-trade coffee in their outlets. Mintel found that 25% of adults who have been to coffee shop agreed that more coffee shop should sell Fairtrade products (Mintel, 2005). This is certainly a significant figure that coffee shop and other outlets selling coffee cannot afford to ignore. The smoking-ban in the UK will be enforced in summer 2007. This means that smoking will be prohibited in all pubs, clubs, restaurants, coffee shops and other public places. This may have both positive and negative impact on the coffee shop market. As happened in Ireland and Scotland where the ban has already been adopted for several years, people are likely to eat more in coffee shop since they will be no longer bothered by smoke when eating. However, coffee shops that do not provide an outside smoking area are likely to observe a decline of their visiting as smokers enjoy having cigarettes when drinking coffees. Economic Environment There are signs that boom in the UK coffee shop market is over. Store opening has declined from 2002 (Figure 3) as well as year-on-year growth that has declined from the peak of 23% in 2001 to 9% in 2005 (Figure 4) (Bremner C, Euromonitor international, 2005). Social Environment UK population is about 60. 2 million with 48 million people living in urban area, where coffee shops tend to be concentrated. Mintel carried out a survey that reveals that the most typical user is in the 25-34 brackets (Mintel, 2005). More precisely, the 20-24 age groups and the wealthy achievers category are the biggest clientele of branded coffee shops. They are forecast to continue rising until 2009 according to UK National Statistics (UK National Statistics, 2006). As mentioned above, coffee shop market seems to approach the maturity. Thus, coffee shop companies focus more on how increase spends by head. Thereby, the rise of Personal Disposal Income (PDI) has become an important factor for companies. In fact, the coffee shop market has taken advantage of the PDI that has been rising since 1999. This should continue until 2009 at least, since PDI is set for similar growth (Mintel, 2005). Allegra’s survey, based on 7500 coffee shoppers’, sample points out that the most important reason for visiting coffee shop is to relax and to meet friends and colleagues (Allegra Strategies, 2006). Mintel’s survey makes clear that there is no gender bias in coffee shop consumers which is of such importance for the outlets since this makes coffee shops places ideal for couple as well as suitable venues for single men and women to socialise in mixed company (Mintel, 2005). According to Allegra’s survey, coffee bar loyalty is increasing, with significantly more than half of consumers surveyed in 2005 mentioning that they mainly visit their favourite coffee shop (Allegra Strategies, 2006). However, this survey shows that â€Å"convenience of location† is the most important reason consumers select a given coffee shop. Thus, the number of outlets is a critical element. Coffee suffers from its image as it contains caffeine which can produce coffee addiction. This may lead people to fear the caffeine dependency. Therefore, Starbuck has communicated that coffee has high level of antioxidants which have been shown to help prevent cancer, heart disease and other conditions. Technological Environment There is a general direction to transform outlets into media and community area centre. Thus, coffee shops develop Wireless Internet Hotspot and coffee book store. For instance Starbuck, has developed high-speed wireless Internet access through a deal with T-Mobile. Besides, Costa and Starbuck have developed electronic card that allows customers to get points when purchasing coffee shops’ products. Customers can use those points to get free products and use this as debit card. 2. Market Analysis Market Shares There is an intense competition between the top three companies. The following picture shows the market shares of the three main competitors by the number of outlets. [pic] Market Trends There is a general trend for branded coffee shops to increase spends by head. This required to create interest and stimulate demand by introducing new drinks and patenting them or wider selection of gourmet food. Thus, a general strategic trend for the top four coffee shop companies consists to emphasize on developing new products and pushing larger cup size. Food has become essential for them since it really helps to increase spend by head and allow to infringe on the fast-food market as well. Therefore, coffee shops have added into their menu hot and cold meals such as pizzas, paninis, salads, sandwiches, etc. Even though the market is approaching maturity, there are still high consumer demands and opportunities identified in the UK, according to Allegra (Allegra Strategies, 2006). Thus, the top five companies emphasize on keeping on expanding with different methods. They purchase and implant new outlets and have started to move into provincial region. Despite the fact that those provincial stores are less lucrative than stores in city-centre, they offer opportunities, allowing companies to secure higher levels of brand recognition as well as market share. Franchising and licensing have become important keys to growth as well. This allows companies to avoid paying extortionate retail rents and limit their risk. Besides, companies use partnerships with retailers and other consumer services such as banks, bookshops or supermarkets to increase their market share. Both Starbuck and Costa adhere to Fairtrade label and have launched their own Fairtrade coffee certified by the Fairtrade Foundation. We do not serve coffee certified Fairtrade. We adhere to self-imposed guidelines to ensure that growers receive a fair price. Thus, we are not allowed to call our coffees ‘Fairtrade' as that is a commercial trademark. However, we are committed to purchasing coffee beans that meet the International Coffee Organisation’s (ICO) standards. This consists in paying a fair and decent price to farmer as well as to trade only in quality coffee as proposed by the ICO Coffee price does not seem to be a determinant factor. Indeed, Starbuck charges quarter more than most other shops and raises prices in line with shifts in coffee prices, which suggest their consumers are not affected by their pricing (www. morningstar. com). Moreover, despite operator price increase, the market has increased of 9% in the past 18 months. In fact, since coffee is more of a luxury product than a necessity, it is a kind of price inelastic product to some degrees (not exceeded ? ,5). 3. Micro Environment Consumers Analysis The survey carried out by Mintel specified that customer of Caffe Nero are slightly younger than other coffee shops. Indeed, 60% of Caffe Nero’s customers are under 34 years old. Furthermore, UK National Statistics forecast that the 20-24 age group, which is our biggest clientele, is going to increase (UK National Statistic , 2006). (For more detail, see appendix 1) According to Mintel’s findings, our customers are more likely to flit between brands than Starbuck or Costa’s customer (Mintel, 2005). We do not believe that our clientele is disloyal. This is explained by the fact that we have less outlets than Starbuck or Costa and so their clientele does not need to flit between brands as they find their favourite branded coffee shops everywhere. Competitors Analysis Starbucks Corporation Created in 1971 in Seattle, Starbuck is the world’s largest coffee shop company and the UK leader since 2002. Starbuck has currently 10 000 stores across the globe and 532 in UK. Its brand awareness is high despite increasing criticism from the anti-globalisation lobby. Generating $7. 8 billion as revenue in 2005, Starbucks has a real important investment capacity. Costa Coffee Ltd Founded in 1978 and acquired in 1995 by Whitbread Group, Costa Coffee used to be the largest coffee shop in UK before Starbucks came. Costa Coffee owns 500 stores across UK and has started international expansion in the Middle East, in India and in Cyprus. As Costa is part of the Whitbread which owns hotels, restaurants and many other businesses, it has an important investment capacity. Puccino’s Puccino’s is a private company created in 1996. It has about 110 stores but does not own them, as the outlets are franchised. Thus, Puccino’s does not have a real power. Its turnover is about ? 0 million. Coffee Republic Coffee Republic was created in 1995. It became one of the largest independent espresso bar brands of the UK. However, since 2003, Coffee Republic has started to reduce the number of its stores as is currently in the midst of converting its portfolio to the Republic Deli concept. Therefore, Coffee Republic’s turnover has more than halved and we can consider that it is not a competitor anymore. Channel Analysis The coffee shop market has the advantage of having a huge number of suppliers who are actually farmers. Thus, the bargain power of those suppliers is very low. However, several organisations such as the International Coffee Organisation denounce the abuse of coffee shop brands’ power. The retailers are either franchisees or stores that the coffee shops companies own. 2. 4 Internal Analysis Cafe Nero has been ranked first by British coffee drinkers in the last six years. According to the consumer research organization, Allegra, the 2005 poll put Cafe Nero first, Costa second, and Starbucks third in terms of coffee quality, atmosphere, service quality and price value (Allegra Consumer Report 2005 – Major Coffee Brands). Our emphasis on the quality of our products and services are gainful and gives us a good corporate image. We support an image of Italian coffee bar which is reflected through our Italian and Mediterranean deli-style meals. This has allowed us to be rated as â€Å"The best espresso this side of Milan† by Tatler and labelled â€Å"The traditional Italian cafe† by Egon Ronay We have tried to create a range of natural, fresh foods, avoiding all additives, artificial flavours and colorants. Our menu consists of Italian and Mediterranean food. Most ingredients we used are imported from Italy For more detail about where we are in term of offers and services, we have analysed our position and strategy with the 4P analysis in appendix 2. 3. SWOT Analysis Strengths †¢ Products and services quality (coffee and food), seen as the best by customer for 6 years (Allegra Strategies, 2005) †¢ Our image of Continental and Italian style and atmosphere supported by sponsoring art events. Weakness †¢ Not enough number of outlets. Our clientele has to flit between brands †¢ 60% of our existing clientele is under 34 years old †¢ We cannot call our coffee Fairtrade even if we follow the fair-trade philosophy as Fairtrade is a trademark. Opportunities †¢ Expand our clientele in targeting people older than 34 years old †¢ Opening new outlets in three ways: o Continue to acquire new stores o Continue to develop new partnerships with mega stores o Develop franchise †¢ Develop in smaller cities †¢ Develop new products †¢ Make available Wireless Internet Hotspot and books into all our stores †¢ Coffee’s virtue : high level of antioxidant Threats †¢ The Market is approaching the maturity †¢ Fast food selling coffee e. g. Mc Donald, Pret a manger †¢ Adverts showing caffeine effect on health can reduce the sales †¢ The smoking ban may affect on customers’ visiting 4. Assumptions From the marketing audit and with respect to the coffee market’s climate, it is assumed that: †¢ Competitors will carry on their expansion in term of outlets to make sure that their customers will not have difficulties to find their stores, avoiding them to flit between brands. †¢ The market is forecast to reach the maturity in 2009 and so the liability of expansion for coffee shops will be reduced due to the saturation in high street in the UK’s main cities. †¢ Food is becoming an important aspect for the top five competitors since it allows to take market share from fast-food market and generate an important source of income. Thus, coffee shops will have to focus on developing wider range of food to increase their market share. †¢ The smoking ban may affect the coffee shop market. In order to avoid any risk of decline it will be essential to provide outside smoking area. †¢ There is a rise in fair trade coffee demand. Coffee shops that do not emphasize on fair trade coffee will be criticised. 5. Caffe Nero’s Objectives The analyses of the current market as well as the analysts’ forecasts for Caffe Nero have led to the following three years marketing objective. Then, we have extrapolated this long term objective into year objectives. Increase our market share up to 30% between the top three competitors before the market reaches the maturity in 2009 in terms of turnover and outlets. o This means that we will have 600 outlets across UK. o All stores should reach at least ? 350  000 as turnover. †¢ For the year 2007 1) Increase the number of outlets by 38% to reach 400 stores by the end of 2007 (36% in 2006; 32% in 2005; 34% in 2004). 2) Increase our sales by 35% for 2007 (? 129,8 million) compare to 29% realised in 2006 (? 90,7 million). To see our objectives for 2008 and 2009, refer to appendix 3 To see the analysts’ forecasts for Caffe Nero, refer to appendix 4 . Strategy Choices Here, we have developed strategies to achieve our objectives. We also did a planning gap in appendix 5. Ansoff’s product – Market expansion Products/Services ExistingNew | | | |Increase the number of outlets by 38%. |Develop ice-creams. | | | | |Targeting people beyond 34 years old. Parents and not parents) |Develop new soups. | | | | |Equip all our stores with Wi-Fi hotspots. | | | | | |4) Develop outside smoking areas. | | | | |Expand in smaller cities. | | 7. Marketing Strategies To establish strategies that will allow us to achieve our objectives, we have used the 4 p marketing mix. 7. 1 Places Our objective consists in opening 110 new store s. This requires a huge investment. However, there are three different way to expand. First of all, expand in acquiring new outlets. We opened 76 stores last year. This year, we should be able to acquire 85 stores. We need to purchase stores in high street in order to avoid our existing clientele to flit between brands. Another opportunity consists on going in some smaller cities where there is no competitors. However, those cities must have more than 150  000 habitants to be considered. Secondly, we should develop a franchise system to support our expansion. Indeed this system allows us to expand with a small investment. (for more details, refer to appendix 6. 1) Thirdly, we also need to develop more partnership with mega stores since it allows to reduce the price of the coffee shop’s rent. We could develop partnership with Virgin and some others book stores. As response to the smoking ban, we need to develop outside smoking area in most coffee shops we are able to. These areas could attract customers of our competitors if they do not have smoking area. They required heaters as well as outside furniture. Furthermore, we need to equip all our stores with wireless Internet access in order to satisfy and retain our clientele since competitors develop wireless Internet access as well. . 2 Products To increase spend by head we need to develop new products. Our clientele enjoys our soups. Indeed, there are healthy and practical with our take-away packaging. Moreover, they fit well with our image of quality and healthy food. Furthermore, it is still a kind of new product since only Starbuck serve soups as well. Therefore, we should develop mo re soups as we have got only four different soups. 10 different tastes would be enough. We also need to add ice-creams in our menu. This product may attract new customers who will go to our coffee to have a dessert. Indeed, ice-cream match well coffee shop’s spirit in the sense of having a break time with friends or family. Everyone finds something he really likes in our stores (hot or cold drink, salty food or sweetened, frozen, cold or hot food). We will propose some light ice-creams as well. Furthermore, ice-cream may help to attract parents who can go with their kids to get them an ice cream. Finally, to keep our Italian branding way, we will serve only Italian ice-cream and will prepare the cream as Italians do. However the machine required is too big to take place in every store. So we have to find a smaller one. 7. 3 Prices We should keep our prices as they allow our coffee to be perceived as worth (Allegra Strategies, 2006). However, the price for our food is a bit higher as we server only quality food. Thus, our Italian ice-creams and soups will be a bit more expensive than every where else. The cru bourgeois costs more than the table wine! To attract people beyond 34 years, we should consider family as part of potential clients. To do so, we should create a child menu which will include a hot chocolate, some cakes and a toy for a reasonable price. 7. 4 Promotions In order to consolidate our brand awareness, we should advertise on television. Despite of the expensive cost, it is the support which reaches the most people. We need to make people aware of our new products such as ice-cream. This would consolidate our brand awareness. However, we need to develop adverts that fit our sophisticated Italian image. This advert should emphasize on the friendly Italian atmosphere of our stores and the quality of our products. We also should advertise on newspapers such as the guardian or the independent who are more likely to be red by people beyond 34 years old. We must carry on our sponsorship of art events as it matches well with our Italian sophisticated image. To attract parents we should organised children events in our stores as Mc Donald’s is used to do. For example, we can have a Santa Claus for Christmas and some animations for Halloween. However, we need to be aware of the risk of developing family clientele since they may bother our existing clientele. 8. Control and Evaluation This section aims to produce a system of control and evaluation of the proposed marketing plan and its realisation. 1. Expansion We need to open 110 stores, so we can establish that nine stores should open every month at least. The full-term aim is to reach 30% of the branded coffee shops market. So we also need to look at competitors’ expansion. This will be realised every six months as companies produces interim reports. We may need to adapt our expansion strategy according to competitors’ growth to reach 30% of market share in 2009. 2. Success of new products and targeting operations In January we will conduct a survey into all our stores. This survey will include questions about: †¢ Define sample questions (age, sex, married, children, frequency, etc.. . †¢ How much our clientele like our food product (their satisfactions) †¢ What think customers about introducing Italian ice-cream in our menu. †¢ How many Caffe Nero’s adverts they have seen †¢ Use of services (Wi-Fi, smoking area) †¢ What they think of Caffe Nero’s atmosphere The same survey will b e conducted in December. Thus we will be able to compare the results and so determinate the success of our new products. Moreover, this survey will check if we have increased our 35-years-old-and-more clientele. In parallel, we will look every trimester at the ice-creams and soups’ sale volumes. We expect the same success for the Italian ice-cream than we had with soups. 3. Brand awareness Allegra Strategies conducts every year a serious survey on the coffee shop market and the customer’s satisfaction. This constitutes an useful tool for us as we can see the evolution in customer’s mind of our brand awareness and satisfaction concerning our products and services. Introduction to international expansion We are thinking of international expansion. Indeed, since the coffee shop market is approaching the maturity in England, we should develop our company overseas. This could help to reduce the risk for our company if we do a successful international implantation. Starbucks has shown that international expansion is a real opportunity for branded coffee shops in setting up more than 7000 international outlets in 9 years. However, an international expansion implies to decide which market to enter, how to enter in, what marketing strategies need to be used within which organisation. Here, we will answer those questions. Which country? First of all, it is essential to go in a country where the competitiveness is low. Furthermore, the population and their income size must be high, enabling potential customers to devote a large proportion of their discretionary spend on leisure activities. France could be an appropriate place for us. Indeed, it is in the â€Å"triad market† that includes the United States, Western Europe and the Far East which account for a large percentage of all international trade. There are already two branded coffee chains in France (Starbuck and Colombus Cafe) which ensure that there are possibilities for the coffee shop market. They are implanted only in Paris with 18 stores for Colombus Cafe and 26 stores for Starbucks. Colombus Cafe’s philosophy is quiet close from ours. Indeed, they serve Italian coffees in a quiet and relaxing atmosphere and emphasize on the welcoming services. However, those two chains are not implanted in the south cities of France such as Marseille (2nd biggest city, 1,4 million habitants) and Montpellier (0,5 million habitants). Furthermore, according to the French tourism department, 10 % of English people go to the south of France for holydays (Ministere Delegue au Tourisme, 2006). This is an opportunity to increase our brand awareness due to the global mobility of our customers. Therefore, it seems that those cities could be great for success abroad. How to enter? Since we are not the first one to go in France and as the competitiveness is low, we should expand cautiously. Indeed, two approaches can be used when planning an international expansion: †¢ A Waterfall approach, in which a country is gradually entered sequentially †¢ A Sprinkler approach, in which many countries are simultaneously entered within a limited period of time We have better to use a waterfall approach, in opening few stores in order to limit the risk of financial lost if we are not to success. Two ways of opening stores are possible: †¢ Franchising, which allows to gain entry at little risk but limit the profit for the company †¢ Direct investment, which is the most risked but allows the company to retain a full control of its investment. It seems that we should rather purchase few stores since we need to set up distribution and logistics that generate costs to provide those stores with our products. Thus the acquisition of two stores in Marseille and Montpellier could be good to start as it limits the risk. We will be able to see after a year time if those stores are profitable. What marketing strategies? It is essential when planning for success abroad to think how much products and promotions need to be adapted to the local market. Thus we need to focus on cultural differences as well as French’s customs and inspirations. Despite the fact that French are proud of their food and drinks, they believe than Italians are better for some specialities such as pasta and coffee. Indeed, several coffee beans companies in France such as Lavazza, San Marco and Segafredo market their coffee as traditional Italian coffee. Besides, French support a kind of passion for Italy as English people do. However, the coffee was introduced first in France in Marseille. Thus, there is a very famous French roaster company which produces the traditional French south coffee called Henry Blanc. This is an important emblem for French. In order to adapt our strategy to the French market we have used the 4 P marketing mix. Place: Montpellier has a big commercial place in the centre called Place de la Comedie. There is a very famous high street in Marseille which is called Cannebiere. Those places could be great to implant stores since they have big activities. Products: We will be the first coffee shop in the south of France. So we should keep our coffee menu that is likely to seduce French as it would be new for them. This should seduce the young population first who will then bring others. Futhermore, French like Provencal food which is quiet close from Italian one. So our Italian gourmet food should correspond to their expectations. However, we should introduce the traditional French coffee Henry Blanc in order to meet French taste. Furthermore, this will seduce local people as we will support the local economy. Price: French are known to like good quality. According to Emarketing, French associate quality with high price (A. Michalowska, Marketing Magazine, 2002). Besides, the American magazine Travelers has conducted a survey in 2005 which reveals that the average price for coffee in France is 4â‚ ¬ when we sale our espresso in England at ? 1,25 (2,7â‚ ¬) (Le Chiffre du Jour, 2006). Thus, we should keep the same prices of our products. Promotion: We need to advert a lot to generate awareness of our company. First, we will put big adverts on our stores when they will be under construction. Secondly, we will organise a celebration for the opening day. Finally, we will advert on local newspapers such as La Provence and Midi-Libre which covers all the south population. References & Bibliography Allegra Strategies, (2006), Market Overview and Key Statistics: Project Cafe6, [online], London, Available from  : ; http://www. allegra. co. uk/project-cafe6-keyfindings. html; [Accessed 20 December 2006] Bremner C. , (2005), Coffee Shops in the UK, [online], Euromonitor International, Available from  : ; http://www. euromonitor. com/Coffee_Shops_in_the_UK; [Accessed 23 December 2006] Caffe Nero, (2006), Caffe Nero, [online], Available from  : [Accessed 20 December 2006] Kotler P. and Keller K. L. , (2006) Marketing Management, 12th Edition, Upper Saddle River, NJ :  Pearson Prentice Hall Le Ministere Delegue au Toourisme, (2003), Les principales clienteles europeennes de la France, [online], Paris, Available from  : [Accessed 28 December 2006] McDonald, M. , (2006), Marketing Plans, 5th Edition, Oxford :  Butterworth-Heinemann Michalowska, A. , (2002), Qualite : les Francais prets a en payer le prix, [online], Marketing Magazine  N °71, Available from  : [Accessed 27 December 2006] Mintel Reports, (2005), Coffee Shop UK, [online], Available from: [Accessed 3 January 2007] National Statistics, (2006), National Projection, [online], Available from  : [Accessed 22 December 2006] Vacances Pratiques, (2006), Le chiffre du jour  : 8,30â‚ ¬, [online], Available from  : [Accessed 30 December 2006] Appendices [pic] Appendix 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 27 Appendix 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. Page 28 Appendix 3†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 30 Appendix 4†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Page 31 Appendix 5.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 32 Appendix 6†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. Page 33 Appendix 1 Specialist coffee shop brands, by gender, age, socio-economic groups and working status, November 2004 Base: 2,065 adults aged 15+ |   |Any branded coffee shop (%) |Starbucks (%) |Costa Coffee (%) |Caffe Nero (%) |Other branded coffee s hop (eg | | | | | | |Tchibo, Puccino’s) (%) | |All |32 |19 |14 |8 |5 |   |   |   |   |   |   | |Men |32 |20 |13 |9 |5 | |Women |33 |19 |14 |8 |6 | |   |   |   |   |   |   | |15-19 |35 |22 |14 |7 |4 | |20-24 |45 |27 |15 |17 |7 | |25-34 |45 |32 |21 |14 |6 | |35-44 |36 |21 |18 |8 |4 | |45-54 |29 |15 |11 |8 |7 | |55-64 |29 |17 |11 |6 |7 | |65+ |16 |6 |6 |3 |4 | |   |   |   |   |   |   | |AB |48 |31 |24 |15 |8 | |C1 |43 |27 |19 |11 |5 | |C2 |25 |14 |10 |6 |5 | |D |19 |9 |5 |4 |5 | |E |17 |9 |6 |4 3 | |   |   |   |   |   |   | |Working status: |   |   |   |   |   | |Full-time |42 |27 |19 |12 |7 | |Part-time |35 |18 |15 |11 |6 | |Not working |28 |18 |11 |7 |3 | |Retired |19 |9 |7 |3 |4 | Source: NOP/Mintel Appendix 2 Caffe Nero’s position and strategy with the 4P analysis Place: Most of our stores are situated in high street, where competitors tend to be concentrated as well. We have got some outlets in airports and ra ilway stations. We also have agreements with House of Fraser and Blackwell bookshops. Six House of Fraser department stores and four Blackwell bookshops incorporate a Caffe Nero. Finally we are considering international expansion. Products: Coffee: Italian coffee contained a blend of seven different beans. Our coffee is seen as the best in term of quality by UK customers (Allegra Consumer Report 2005 – Major Coffee Brands). Our menu contained different coffee derived products: – Espresso – Espresso Ristretto (very short and intense espresso) – Espresso Macchiato (espresso with a dollop of milk foam on top) – Americano (double espresso topped up with hot water) – Cappuccino – Caffe Latte – Mocha (cappuccino with chocolate) – Hot chocolate – Iced Latte (cold drink) – Iced Mocha (cold drink) – Frappelatte (cold drink and unique to Caffe Nero) We also propose milkshakes (Frappe milkshake) and fruit juice based drink (Fruit Boosters) that are also free from from artificial flavourings, colorants or preservatives. Food:We have tried to create a range of natural, fresh foods, avoiding all additives, artificial flavours and colourants. Our menu consists of Italian and Mediterranean food. Most of ingredients we used are imported from Italy. We also offer a range of lighter sandwiches and meals. As mentioned above, we try and we do serve the best quality food between the top five competitors (Allegra Consumer Report 2005 – Major Coffee Brands). Our soups have met with popular acclaim due to the take-away packaging that we have developed. 11 Cold sandwiches (Wraps, Wedges and other) – 20 Hot sandwiches (Paninis, Focaccias) – 18 Cakes and desserts – 13 Muffins and pastries – 4 Soups – 30 other products such as organic food, bruschetta, crisp, fruit salad, porridge, etc. Price: Our coffee p rices are on the average between the top five competitors. However, our food is more expensive than other competitors since we serve fresh food with imported ingredients in order to provide good quality food. Promotion: It seems that we do communication well. Indeed, our marketing strategy communicates on our continental style of operations and atmosphere. We support an image of Italian coffee bar which is reflected through our Italian and Mediterranean deli-style meals. This has allowed us to be rated as â€Å"The best expresso this side of Milan† by Tatler and labelled â€Å"The traditional Italian cafe† by Egon Ronay. Furthermore, as mentioned above we have been ranked first by British coffee drinkers in the last six years for the quality of our products. Besides, we have been involved in arts sponsorship from 1999. This allows us to bridge our image of Italian coffee bar with arts such as the Turner in Venice exhibition at the Tate Britain. Appendix 3 Caffe Nero’s Objectives The analyses of the current market as well as the analysts’ forecasts for Caffe Nero have led to the following three years marketing objective. Then we have extrapolated this long term objective into year objectives. Increase our market share to 30% between the top three competitors before the market reaches the maturity in 2009 in terms of turnover and outlets. o This means that we will have 600 outlets across UK. o All stores should reach at leas t ? 350  000 as turnover. †¢ For the year 2007 3) Increase the number of outlets by 38% to reach 400 stores by the end of 2007 (36% in 2006; 32% in 2005; 34% in 2004). 4) Increase our sales by 35% for 2007 (? 129,8 million) compare to 29% realised in 2006 (? 90,7 million). †¢ For the year 2008 1) Increase the number of outlets by 25 % to reach 500 stores by the end of 2008. 2) Increase our sale by 35% for 2008 (? 175 million). ) Start international expansion in Europe with the opening of one overseas store. †¢ For the year 2009 1) Increase the number of outlets by 20 % to reach 600 stores by the end of 2009. 2) Increase our sale by 20% for 2008 (? 210 million). Appendix 4 Analysts' Forecasts for Caffe Nero FY 2007 (June 2006 – May 2007) Analysts |Collins Stewart |Numis Securities |KBC Peel Hunt |Teather & Greenwood |Altium |DKW |Shore Capital |Average | |Sales (? m) |108. 1 |109. 9 |107. 4 |109. 7 |109. 9 |111. 3 |- |109. 4 | | Source: Caffe Nero, http://www. caffenero. com/FinancialInfo. asp? section=AnalystForecast&ZZIS_InformationID=1831 Appendix 5 The Strategic Planning Gap To achieve this objective we must develop strategies. Those strategies will act on different plans. The first plan that we need to consider is the market penetration. We expect to increase our market share by acquiring new outlets. As mentioned in the marketing objectives we need to open 110 new stores for the year 2007. Secondly, we would like to increase usage by expanding our clientele in targeting people older than 34. Finally, we need to develop new food products. This will also help us to increase our revenue. In fact, we need to focus on increasing spend by head and thus take advantage of the rise in Personal Disposal Income. Appendix 6 The franchise The franchise system consists to finance only 20% of the investment required for the acquisition of the store. The franchisee pays 80% of the acquisition and has to buy equipment and furniture from us. As franchise, all products used will come from us. We will assume the promotion, the staff training, the branding as well as some financial facilities. As compensation, the franchisee will give us 20% of his profit in the form of fees. [pic] ———————– Source  : Mintel Figure 3  : Figure 2 Source  : Mintel Figure 1 Existing Market New Market [pic] Revenue (? million) Figure 4  : Initial forecast (? 109,4 million) Source  : Caffe Nero (Appendix 1) Marketing objectif (? 129,8 million) Years

Chick-Fil-A Firm

Intro:Chick-Fil-A runs a successful profitable firm that conducts business with honestly and integrity. The company make meaningful contributions to the communities it serves, and it help to create successful employees within the business. This company thinks about the potential impact it has on people around the world and continues to strive to be better. Leadership in the company and leadersHelp people see how what they do makes a difference for others, for the community and the world around us.When values succeed, the daily behaviors of the workers will embody the core value that is set forth.Having effective business communication is vital for the success of the company, it involves speaking skills and nonverbal communication. Team buildingEngaged employees are more productive, customer focused and creating a positive work environment.Driven by purpose can create positive value that will help a company to thrive, its needs to infuse its purpose. Creating a company that prioritizes employees and is thankful for customer loyalty. Productivity and quality improvement Human relations theories used at the businessDecision making that is good for the companySet standards and expectations for employees behaviors well market new customers and potential partnership with corporations. Chick-Fil-A Chick-Fil-A is a fast food restaurant that is based on deep Christian values and beliefs. Truett Cathy the creator of the company always put his religious beliefs at the forefront of all personal and business-related decisions. Chick-Fil-A's are closed on Sundays so that the staff of the company can attend church (Chick-Fil-A). Truett Cathy opened his own Diner at the age of 25. Truett and his brother Ben opened up the Dwarf Grill in Hapeville, a suburb of Atlanta Georgia, in 1946, after Truett Cathy was discharged from the U.S. Army. The two brothers wanted to build the fast food restaurant near a striving company, which was a Ford Auto plant. Hoping that hungry employees would come and buy, and it worked.Truett and Ben noticed when they were serving, customers were taking rolls and chicken, turning them into sandwiches. Witnessing these actions gave them and ideal for the concept of Chick-Fil-A. Tragedy stuck when Truett's brother Ben and another brother perished in a plane crash, but Truett continued to run the Dwarf House which before was the Dwarf Grill. The Dwarf Grill soon became a franchised throughout the Atlanta area (The balance small business). A Chick-Fil-A manager in Texas decided to post a list of banned words and phrases on Reddit. That list of words went viral. The franchise has not responded to that list of banned words yet. Eric the manager at the Texas Chick-Fil-A listed the unacceptable slang workplace phrase because he believes in the command: â€Å"You will speak properly when you walk through these doors† (Suhay). The list of words included: â€Å"cuz,† â€Å"Bae,† â€Å"Bruh,† and other urban terms. Also, on that list was the word â€Å"Ebola† because some of the employees have accused people in the establishment of having the deadly disease while working (Suhay). Gottsman suggest that, â€Å"Slang and business really do not go hand-in-hand† (Suhay). Gottsman, who coaches major corporations and university students made a rare appearance to help a group of teenagers learn proper businesses and interview protocols in preparation for college and scholarship interviews. (Suhay). Gottsman says,† It shouldn't matter that this is a fast food establishment. Employees should be ambassadors of the company they work for† (Suhay). Organization behaviors impacts the success of the company. A company that have motivated, engaged employees with clear goals that aligned with the company's strategy, creates a successful company. Organization behavior can help a company perform well (Managing People and Organizations 8). It is important when working in an establishment, speaking well and clearly to the customers possess as good communication skills. Communication allows us to form connection. Influence decisions and motivate change. Decisions that the leaders make tend to help mold the culture of the company. Making the wrong decisions can have a great impact on the business or organization. Leaders have a responsibility to make the right decisions for everyone involved. Truett created a successful business at Chick-Fil-A's because of a highly effective business model. He created something bigger than himself based on his leadership style. â€Å"They've experienced a more than 10% sales increase almost every year since launching in 1946. Franchisees retention rate has been 96% for nearly 50 years, while the corporate staff retention rate has hovered at 95-97% over the same time period† (Forbes Magazine). Letting your employees know that you are there for them is team building practice. Chick-Fil-A believes that all business leaders can introduce growth and development for their own companies. The company encourages its staff to develop different programs; plans and support them by providing budget necessary class, books, training and conferences to help with team building within the company. Chick-Fil-A is one of the largest privately-owned restaurant chains with 1,450 restaurants in 38 states, with its charitable sponsor of religious and community groups world wide (Vivian). Building trust, mitigating conflicts, encouraging the communities and increasing collaboration is what Chick-Fil-A does. Every single Chick-Fil-A is closed on Sundays; Truett Cathy says, â€Å"Our decision to close on Sundays was a way of honoring God and directing attention [on] things [that are more] important than [the] business† (Vivian). Spending time with family and having time to recover from a hard week of work; helps the moral of the employees to have a common goal, allowing bonding to happen more organically and far more effectively for the company. The successful chain has used it success to commit to education. Earning $25 million dollars in Leadership Scholarships, the company has allocated $1.4 million of that to be awarded to its team members of the fast food chain (Vivian). Team building expands not only to the employee but the customers too. Cow Appreciation Day is a day costumer get to dress up like a cow and receive a free chicken sandwich. The appreciation day is to show their thanks to the loyalty of the customer's. Because of the team building this company haves not only for their employees but for the customers; they have a large and growing base of Chick-Fil-A fans around the world (Vivian). Process gain plays an important role in team building it is part of the performance improvement. That is when people work together and not independent (Management People and Organization 268). Chick-Fil-A is always trying new things with their staff that can generate good vibes among the employees, which benefits the business. Team togetherness builds results for the business long term. Socializing and making friends in the workplace is a great way to increase productivity in the company. Its increases morale in the workplace and a better way of solving everyday workplace issues. When a business provides team building activities together, employees have a better understanding of others weakness, strengths and interest. This helps with better understanding to work together on future progress, which is vital to the company. Chick-Fil-A has build Social Facilitation, this happens when the employees and staff are motivated to look and feel good to others and maintain a positive image (Management People and Organization 269). Chick-Fil-A has established team efficacy, it shares beliefs that can be organized and execute the behaviors in it company (Management People and Organization 269). Improving productivity and quality improvement can be a difficult thing to do in a business. You can not always tell which solutions are right for the company. Trying solutions one at a time can be time consuming and expensive. The best approach is to take steps that are necessary to get your staff and employees on board. One approach Chick-Fil-A will plan to try and that is broaden their appeal to the Millennial market. The Millennials will broaden Chick-Fil-A's national and, ultimately, international growth plans (Horovitz). Chick-Fil-A also plans to replace all of it's current salads and replacing them with an entirely new salad, focusing on fresh ingredients (Horovitz). The company will introduce new wraps and post calorie counts on new menu boards (Horovitz). By the end of 2019, every customer will be served chicken without antibiotics. This fast food restaurant knows that it needs to be able to look at what is working well and where there is room for improvement (Chick-Fil-A). The workers of a business are the ones who are immersed in the production processes on a daily basis, so empowering them on developing ideals for improvement for the company, is always a great thing to do. Workers who feel empowered are more likely to demonstrate increased productivity. Chick-Fil-A has exceptional service, quick service, and cleanliness because of more attentive workers. Many of the franchisees offer training classes for their employees to earn certificates in managing food, labor cost managing conflicts in restaurants and other areas of expertise with in the company (Chick-Fil-A). This gives the employees more of an overall understanding of the business, therefore fostering a knowledgeable intent toward the customer's and the company's needs. With a strong culture and high emphasis on values, Chick-Fil-A has managed to provide a positive atmosphere in one of the most difficult industries. Chick-Fil-A's goal is to make sure everyone that walks through their restaurant doors, have a positive out come and great experience. For example, in Virginia, one of the franchise offers expired chicken nuggets to pet owners. The nuggets are still good, just past the hour freshness hold time. These little things exceed expectations and create repeat customers, these are the people who dress up like cows on Cow Appreciation Day. It is the job as a restaurant owner or manager to make sure that the staff will give the customers a good dinning experience. When you provide a better service than local competitors, the company stands out in the crowd. If you have ever notice the employees say, â€Å"my pleasure† instead of â€Å"you're welcome†, this is an element of class to their service (Chick-Fil-A). Every day, Chick-Fil-A has fresh flowers set out on each table inside of every restaurant they have. It is such simple things like that, that set this company apart from their competitors. Chick-Fil-A team members are great at remembering your orders and if you take a seat at any of their tables while you're waiting, they proactively bring your meal to you at your table. This gives the customer a sense of dedication of service, their needs are at the fore front of the company's purpose. In order for an organization to contribute positively to society, the company should be aware of the decision making it does. Last year they spent $30.8 million in advertising and promotion cost for hide-saving mission, to get people to eat more chicken (Morrison). Chick-Fil-A formats and provides a personal experience for their customers and their employees. Whenever the franchise opens a new restaurant, it reaches out to there fan base to invite them to a free pre-opening meal. The company also distributes coupons during the pre-opening. The company thinks through its experience customers and they add extra touches that exceed expectation, drive loyalty and inspire advocacy. By adopting this approach to customers service, the company will be able to maintain strong and sustainable relationships with corporate sponsors and customers. The interacting in a workplace is a major part of what makes a business work. Companies with engaging workplace and a well-trained staff are most likely to retain and attract qualified employees. When the business is focused on the employee's behaviors and motivation to get the job done, the business tends to work more efficiently. Without a firm workplace culture, challenges can arise leading to poor productivity. Woks CitedBruce, Horovitz, et al. â€Å"Chick-Fil-A Tosses Its Old Salad Menu.†Forbes, Forbes Magazine, www.forbes.com/.Griffin, Ricky W., et al. Organizational Behavior: Managing People and Organizations. Cengage Learning, 2017.†Home of the Original Chicken Sandwich.† Chick-Fil-A, www.chick-fil-a.com/.MORRISON, MAUREEN. â€Å"Chick-Fil-A Finds Politics Can Be Bad for Its Business.† Advertising Age, vol. 83, no. 28, 2012.Suhay, Lisa. â€Å"Chick-Fil-A List of Banned Words: A Smart Move by Restaurant Manager?† Christian Science Monitor, 11/11/2014, P1, 2014.Vivian, Jordan. â€Å"Chick-Fil-A.† Human Events, vol. 65, no. 39, 2009.