The Impact Of Internet And Social Media On Copyright Laws

What is the impact of the internet and social media on copyright laws? What is the impact of the internet and social media on copyright laws? Haley Leshko CGS-1000 March 10, 2017 Mr. Newfield WHAT IS THE IMPACT OF THE INTERNET AND SOCIAL MEDIA ON COPYRIGHT LAWS? Introduction Copyright laws were established to protect the original work of individuals since 1709. At present only two acts are in effect today, the copyright Act of 1909 and 1976. (United States Copyright Laws) These works protect the individuals work but not the idea. With the digital age copyright laws are not adapt to protect these rights. With the vast amount of information that is available digital copyright infringement takes place almost on an hourly†¦show more content†¦Congress should however â€Å"specify users† digital rights by mapping out an expansive , affirmative set of rights delineating the scope of public’s rights to sample, reuse, build upon, and share the digital works one legally acquires.† (JD Lasica, Should Copyright Laws Change in Digital Age?) Individuals who create an original work have a right to protect their work under copyright laws. These laws protect the work from being reproduced in anyway shape or form. According to the (C ongress ion Budget Office, Copyright Issues in Digital Media) â€Å"The rights that copyright owners can claim over creative work are not always well defined, however some areas of copyright law remain unsettled.† If a person intentional downloads copyrighted material with the sole intent to profit that person should be prosecuted under the copyright law. Copyright Laws as they pertain to Music Copyright laws as they pertain to the downloading of music have a moral and ethical standard. When someone’s creative work is taken without his or her permission you are taking something of value from them. Copyright laws offer full protection of sound recordings. According to the article (www. Riaa.com/resource learning) common examples of copy right infringement are: 1. â€Å"Apps that allow you to ‘strip† the auto from You Tube and keep in your collection.† 2. â€Å"Making MP3 copy of a song and copying to internet.† 3. â€Å"Joining a file sharing network† 4. â€Å"Paying a fee to join a file sharing network thatShow MoreRelatedThe Development Ofu.s Copyright Law1328 Words   |  6 PagesThe Development of U.S Copyright Law Simon Cho The history of U.S copyright law came from England. As a matter of fact, copyright was not intended to reward creators but to prevent sedition. 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Corporal Punishment What Are We Teaching Our Kids Essay

Research done by leading pediatricians, the American Psychological Association, and countless other sources since the 1960’s have completely revolutionized parenting and fundamentally changed how parents raise their kids. From a child’s nutrition to what your kids should watch on TV have been extensively studied, but none other more than corporal punishment as a means of discipline. Arguably one of the most difficult things any parent has to face when raising a child is discipline. Many parents, whether having their first child or already raising a family, often ask themselves: is corporal punishment an acceptable form of discipline and what effect could it have on my child? Like Dr. Spock wrote in his parenting guide, â€Å"The best test of a†¦show more content†¦Although sometimes a slap on the hand or a firm open palm slap on the behind is necessary, it’s more important that the child understand why they are being disciplined. Corporal punishment can sometimes be a part of discipline, but it is not the cure to all situations and definitely not the only part of the solution. Just like the scripture reads, â€Å"A rebuke works deeper in one having understanding than striking a stupid one a hundred times† Prov 17:10 (New World Translation). While physically punishing a misbehaving child brings instant results by making the child complacent, the overall effect on the child is actually more negative. The child understands their actions caused them to get punished but this doesn’t actually teach the child a reason for behaving correctly, only that they did something wrong. Furthermore, it encourages aggression and violence because it models aggression and violence. â€Å"Spanking or slapping a child is an act of violence, just as slapping a wife is an act of violence† (Straus Donnelly, 2001, p. XiX). I’ll elaborate by expanding on a scenario discussed in my English class of two siblings, an older brother and a younger sister. The siblings are playing together with one toy, when the girl decides to take the toy and play with it by herself. The boy attempts to take the toy back but the sister refuses; upset by this, he slaps his sisterShow MoreRelated Corporal Punishment Essay528 Words   |  3 Pages Using corporal punishment in schools is not benefiting our children. In fact, it may be hurting our children more than helping them, and teaching them the wrong way to deal with their problems. I feel that discipline starts at home, and should not be left for the schools to handle. Corporal punishment may do more harm than good. It quot;has no positive effects that we know ofquot; (Keeshan 67). 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So the question has to be asked: â€Å"Is spanking bad?† Corporal Punishment of Children: Changing the Culture† by David Isaacs was published in 2011 in the Journal of Paediatrics and Child Health, which briefly describes the history and societal influences of spanking. Corporal punishment has long since been a part of human culture. â€Å"There is a longRead More We Must Put an End to Corporal Punishment Essay2377 Words   |  10 Pagesmany children she didnt know what to do She gave them some broth, Without any bread Whipped them all soundly, and sent them to bed (Mother Goose).    All across American households, adults whip, spank, paddle, and swat children as a form of acceptable punishment and as deterrent to unwanted behaviors. These actions are considered corporal punishment, and can be defined numerous ways. The American Public Health Association defines corporal punishment as the infliction of bodilyRead MoreCorporal Punishment And Its Effect On Children1860 Words   |  8 PagesReading/Writing L9 17 March 2015 Corporal Punishment by Spanking in Children Corporal punishment is hared way for children. According to Carol Bower, in the article Positive Discipline and a Ban on Corporal Punishment Will Help Stop Cycles of Violence. parents rely on corporal punishment on their children because violence is an acceptable way to solve problems. â€Å"The data showed that 57% of parents with children under 18 used corporal punishment, and 33% used severe corporal punishment in the form of beatings†Read More Corporal Punishment of Children Should be Banned Essay2475 Words   |  10 PagesThe term corporal punishment is defined as the use of physical force with the intention of causing a child to experience pain, but not injury, for the purpose of correction or control of the child’s behavior (A Report 18). In America, parents use of corporal punishment in homes have been defined legally by the states as â€Å"encompassing ‘reasonable’ force with some states adding qualifiers that it must also be ‘appropriateà ¢â‚¬â„¢ (AL, AK, AZ, CA, CC), ‘moderate’ (AR, DE, SC, SD), or ‘necessary’ (MT,Read MoreThe Effectiveness of the Juvenile Justice System Essay1123 Words   |  5 PagesThe Effectiveness of the Juvenile Justice System The American juvenile justice system was designed over 100 years ago to reform kids who were found guilty of minor crimes such as petty theft and truancy. Today, the system is becoming overwhelmed by crimes of violence. Stealing and skipping school have been replaced by rape and murder. The juvenile justice system was never meant to deal with these kinds of problems. Juvenile delinquency describes the antisocial behavior of many differentRead MoreEducating The Teenager - Original Writing Essay962 Words   |  4 Pagesthese kids have lived here all their lives. Everyone knows everyone else. The cliques have been established and you don’t belong, don’t fit in. It’s difficult to concentrate on academics when your environment is strained. You make it through the ninth grade, tenth grade, but nothing has really changed. It’s easier to quit school and get a job. At least then you’ll get paid for all the time you put in. Who care’s anyway? WHAT IS EDUCATION? Education is a tool to assist us in learning to our utmostRead More It’s Time to Put an End to Corporal Punishment in Schools Essay1986 Words   |  8 PagesIt’s Time to Put an End to Corporal Punishment in Schools Seven countries-Sweden, Finland, Denmark, Norway, Austria, Italy and Cyprus- have laws making it illegal for parents to use physical punishment on their children. Corporal punishment in schools has been banned in all the countries in Europe, South and Central America, China and Japan. The United States has outlawed corporal punishment from our prisons as cruel and inhumane treatment, as well as wife-beating, once thought to be the right

Cafe de Coral Free Essays

string(38) " to build over the last thirty years\." As Mr. Michael Chan, Chairman and CEO of the Cafe de Coral group, thought about the directions his company should take, he felt a bit uncertain. The company, clearly the most popular Chinese Quick Serve Restaurant (QSR) in Hong Kong and a local success, had just celebrated twenty years as a public company. We will write a custom essay sample on Cafe de Coral or any similar topic only for you Order Now This success and longevity in the cut-throat world of fast food was remarkable, but Mr. Chan did not want the company to rest on its laurels. At his meeting this afternoon with senior management, Mr.Chan planned to suggest that the company needed to move outside of Hong Kong and follow a much more aggressive plan than it had followed when it had moved slowly into China (with both Cafe de Coral outlets in neighboring Guangdong Province and recently New Asia Dabao in Shanghai) and also into North America (by buying into and then purchasing outright the Manchu Wok chain) over the last several years. He knew that the company needed a very clear globalization strategy in order to move to the next level of growth and to find sustainable growth opportunities away from Hong Kong.Mr. Chan had no clear plan at this point and he needed input from his managers and the Board. Mr. Chan reflected on how Cafe de Coral was a household name in Hong Kong and was the most popular QSR in its home market. The company dominated the market in Hong Kong and continuously improved its brand image through innovations in food preparation at its centralized food processing and distribution centers in Hong Kong and across the border in Guangdong.It also had perfected methods of offering large menus (up to 150 items) that changed four times over the course of every day with different items added and other items taken off the menu two to three times a week to provide variety as well as fresh and delicious food in a quick-serve environment to its huge and discerning customer base. 1 Mr. Chan wanted to build on the company’s expertise in high volume and cost efficient food preparation and distribution and in offering great variety because he believed that these were the companyâ⠂¬â„¢s unique capabilities that dded value to the company’s success. But where should he do this building and how could he be sure that what worked in Hong Kong would work in markets around the world? Of course, North America, where fast food started and was still thriving, was a logical answer, but would Cafe de Coral be able to compete in a market that did not value menu variety, as far as fast food was concerned? As Mr. Chan thought about the big names in fast food in America, he concluded that the smaller the menu in North America, the more successful the place.Should he gamble on taking Cafe de Coral’s huge and ever-changing menus to a place where a few variations on a hamburger, on fried chicken or on a taco were what sold? In addition, the company had experience in North America with the limited menu format of Manchu Wok, which it now owned completely. What about Europe where there were some American fast food outlets and some interest in fast food but also where the market was not very accepting of the idea of fast food? There was no q uestion that varieties of cuisines were welcome in Europe but the food had to be done with a certain flair.Could Cafe de Coral sell its big menu, as good as he knew it was, where the market distrusted the very concept of fast food? And what about greater expansion into China and the rest of Australasia? The company’s cautious expansion into Southern China, where tastes were very similar to those in Hong Kong, had proceeded very well over the last ten years or so and the careful strategy through joint venturing in Shanghai with the New Asia Dabao brand had been successful in the last three years. But how should the company move across China and Australasia?It was good to be in the coastal and more affluent areas of China, but to succeed there and elsewhere in China and across Asia meant having a broader customer base. He also did not want to forget that there were real possibilities of expansion into Australia and New Zealand where there were many Chinese immigrants and where the market might be ready for a Hong Kong-style fast food chain and not just interested in American fast food. 2 3 These were the questions that Mr. Chan planned to raise when he met with his managers that afternoon.He knew that the thorniest issue for the company was franchising. The company had succeeded in Hong Kong through owning 100% of all the outlets while at the same time using a districting management strategy that awarded bonuses to district managers and chief chefs for meeting and surpassing performance goals in their districts. But even though the company gave some autonomy to the district managers and chief chefs, there was still central control at the head office. The idea of relinquishing some of this control was a bit troubling, even to Mr. Chan. A franchising model would certainly require relinquishing control over food quality, food safety and service standards, but franchising seemed the only way to succeed in the huge (in terms of geographic expanse and in the number of customers) markets of North America, Europe, China and Australasia. Would shareholders and the Board of Directors be able to accept franchising of the brand? It was true that the company had some experience with expanding far away from Hong Kong with the Manchu Wok chain in North America. Franchising was working for Manchu Wok, but was franchising the only model for expansion?Mr. Chan himself was struggling with this idea because he wasn’t sure he liked the idea of losing control over the brand that the company had worked so hard to build over the last thirty years. You read "Cafe de Coral" in category "Papers" Related to the franchising issue was food production and distribution. Part of Cafe de Coral’s success in Hong Kong was the centraliz ed production and distribution system that the company had developed. Something like 80% to 90% of all food preparation occurred away from the actual outlets, which meant that the staff at the outlets could concentrate on customer service. Cafe de Coral was known for its huge menus and for having something for everyone at all times. This was possible through off-site preparation and through the carefully developed two-stage ordering process at the stores. Could this expertise in production and delivery be transferred to other markets? Expansion into vast markets across the global meant huge investments in food production and distribution centers and backend IT support systems. shareholders at home? Could the company make these investments without compromising its commitments to its Franchising and investments in food preparation centers were the basic problems that the company faced in determining its expansion strategies, but there were other problems to think about as well. Which place first? Who were the target customers in these markets? Should the company insist on selling variety in these markets or should it tailor its menu to local tastes? What Mr. Chan was looking for was information about the markets across t he globe that he couldn’t get just from reading reports and statistics.He needed North Americans, Europeans, Mainland Chinese, Southeast Asians, Australians and New Zealanders and, yes, even Hong Kongers (he could never forget about the company’s home market because the company needed to stay ahead of the game there) to tell him what they liked and what they wanted to eat, what they knew about fast food and the fast food business in their home markets, and what they saw as the strengths, weaknesses, opportunities, and threats in their markets. He needed time to gather more information, but time was something he didn’t have a lot of since his meeting was that afternoon. There was never enough time, he thought, as he sat back for a moment and thought back to the days when Cafe de Coral was a very local restaurant in Hong Kong†¦ 5 6 2. Company Background – The Cafe De Coral Group In 1968, a new company with a French-sounding name, Cafe de Coral, was incorporated in Hong Kong. Owner of the new company chose this name to capture the meaning of three Chinese characters, to encompass the company’s vision of having all its stakeholders (including shareholders, customers and employees â€Å"all happy together† in this new enterprise. The company started small, with one restaurant in Causeway Bay. The company spent the next ten years creating a market for the new concept of a quick-serve Chinese food restaurant and building through innovation. By 1976, the company was advertising on television and s preading the word about Chinese fast food. In 1979, the company built its first centralized food processing plant to meet growing demands.And then in 1981, the company made the unique move of opening restaurants in several public housing estates across Hong Kong to take its food to a broad base of his customers. By 1986, the company had grown to 32 restaurants across Hong Kong and Cafe de Coral was a well-known place to buy a quick but flavorful bite to eat. With this success under its belt, it was time for the company to be listed. In its first report as a public company after listing in 1986, Cafe de Coral reported profits of approximately HK$37. 2 million.In the twenty years since its listing, Cafe de Coral grew from a local company with 32 restaurants to a global diversified business group with some 562 operating units extending beyond fast-food outlets to institutional catering, specialty restaurants and a food processing and distribution business in Asia and North America. In 2006, the company, under the direction of Michael Chan, its CEO and Executive Chairman, reported profits of HK$320 million. With its motto, â€Å"A Hundred Points of Excellence,† Cafe De Coral sees profit as only one mark of its success, however.As the world’s largest publicly listed Chinese Quick Service Restaurant (QSR), Cafe De Coral prides itself on leading in product innovation and marketing excellence, with uncompromised standards of quality, unconditional service to its customers, staff and shareholders, and undivided commitment to excellence. 7 With its base in Hong Kong, the company has expanded into Asia and North American over the past five years through mergers and acquisitions (Manchu Wok in North America and New Asia Dabao in Shanghai).It has also expanded its Hong Kong brands and has focused on its specialty restaurants, The Spaghetti House and Oliver’s Super Sandwiches. The restaurants owned by Cafe de Coral are as follows: Brand Cafe de Coral Manchu Wok New Asia Daobao Oliver’s Super Sandwiches Fan Ting Bravo le cafe The Spaghetti House Ah Yee Leng Tong Super Super Congee Noodles Dai Bai Dang Asia Pacfic Catering Luncheon Star Segment Country/ Region Hong Kong, China Chinese Quick Service Restaurant (QSR) North America ShanghaiWestern QSR Chinese QSR Premium Chinese QSR Italian specialty restaurant Chinese restaurant, specialized in serving Chinese soup Chinese restaurant, specialized in Cantonese congee noodles Chinese restaurant Institutional Catering Lunch box catering Hong Kong USA Hong Kong Hong Kong, China, SE Asia Hong Kong Hong Kong USA Hong Kong Hong Kong Restaurants Owned by Cafe de Coral 8 To build its business in China, the group has also focused on building food processing capabilities in Guangdong, across the border from Hong Kong.The company’s current businesses are divided as follows: Organization Chart of Cafe de Coral’s Strategic Business Units 9 Currently Cafe de Coral is the to p Chinese fast food chain in Hong Kong. It serves over 300,000 customers a day in Hong Kong, with 129 outlets located throughout the territory in residential, commercial, leisure and tourist locations. In 2005, the proportion of sales by from each business division was: 80% (HK$2735M) from QSR worldwide; 10% (HK$338M) from institutional catering in Hong Kong; 10% (HK$345M) from all others for a total of $3419M. 10While the QSR units generate the largest revenue, institutional catering in Hong Kong was the fastest growing in terms of unit numbers of the group’s business divisions in 2005. The company signed 16 new contracts, which was a 25% increase over the previous year, and operated 79 outlets. The second fastest growing business was China and Overseas QSR. Thirteen new outlets were opened in these markets, a 14% increase over the previous year, from 91 to 104 outlets. In the ten years from 1996 to 2006, the company’s turnover (revenue) increased 1. 7 fold and the net profit increased 2. 58 fold.However, the company was not immune to the business downturns in 1998 and 2003. There were significant drops in net profits in both years in comparison with 1997 and 2002. One issue that concerned the board was how to protect the company against these sorts of market-wide downturns in Hong Kong that could not be anticipated. 11 From 1996 to 2006, the group’s turnover and profits were: 12 3. The Hong Kong Restaurant Industry As a densely populated city built on several islands and across a swath of land on the coast of the Chinese mainland, Hong Kong does not have the space to make living in stand-alone houses possible for most people. Most everyone in Hong Kong lives in apartments. In 2005, the government’s statistics (Housing Department) showed almost 50% of the population (about 7 million) lived in public rental housing supplied by the government or in subsidized sale flats that were built by the government and sold to qualified (by income level) buyers. The other 50% lived in private permanent housing, most of that in high-rise apartment buildings. With nearly everyone living in apartments and most of those apartments quite small (the average living space in a government flat was 7 square meters per person), there is not enough space to entertain guests at home.Eating out away from these cramped quarters is a very common way to for Hong Kongers to spend time with extended family members and friends. In Q2 of 2005, the total number of restaurants in Hong Kong reached 10,962. Because local people eat out often and also because Hong Kong is a popular tourist stop for Westerners traveling to China and, more recently, for Mainland Chinese who have a growing number of tourism dollars and want to spend them outside of China, the catering industry is huge in Hong Kong. Hong Kong is famous for being a food paradise where tourists and locals alike can find a huge variety of authentic cuisines in one small place. There are many types of Chinese (Beijing, Shanghainese, Szechwan, Cantonese, etc. ), Japanese, Korean, South Asian, Western burgers and pizzas, Western steak houses, Middle Eastern, and Continental cuisines available in the central business districts on both sides of the harbor. All this food is available in various store and catering formats, namely full-service restaurants, fast food, cafes/bars, takeaway, street stalls, kiosks and self-service canteens. 3 Annual per capita spending on various restaurants and bars was HK$9725. 7 in 2002. Number of Restaurants in Hong Kong, 2004 No. Establishment Chinese restaurants Non-Chinese restaurants Fast food shops Bars Misc. eating drinking places 5,491 3,590 1,026 485 502 Percentage (by number) 50 32 9 4 5 Percentage (by receipts) 48 26 19 4 3 Total 11,094 100 100 Source: Census and Statistics Department, Hong Kong Government Although the SARS (Severe Acute Respiratory Syndrome) epidemic greatly affected the local economy in 2003, the Hong Kong economy recovered in 2004 mainly from an influx of tourists.In 2004, the total income from tourism jumped 26% from HK$57,137 million to HK$72,181 million due to a dramatic increase in Mainland Chinese tourists visiting the territory. The spending on food by tourists surged from HK$6,762 million to HK$ 8,239 million in 2004. 14 Spending on Tourism 1999-2004 HK$ million, current prices 1999 Accommodation Entertainment Excursions Food Shopping Travel within country Total Source: Notes: 2000 19,058. 4 730. 0 924. 0 5,287. 0 19,516. 0 3,215. 6 48,731. 0 2001 20,029. 9 935. 0 923. 0 5,729. 0 19,778. 0 3,554. 50,949. 0 2002 20,133. 0 1,612. 0 1,384. 0 8,047. 0 25,321. 0 3,667. 0 60,164. 0 2003 13,866. 0 1,287. 0 437. 0 6,762. 0 31,543. 0 3,242. 0 57,137. 0 2004 18,139. 0 1,593. 0 1,172. 0 8,239. 0 38,756. 0 4,282. 0 72,181. 0 16,892. 4 698. 0 1,239. 0 5,396. 0 18,320. 0 3,536. 6 46,082. 0 1999-2003 Euromonitor International from Hong Kong Tourism Board; 2004 Euromonitor International estimates tourists Entertainment includes attractions and evening entertainment Food includes restaurants Includes spending by incoming tourists as well as domesticAlthough tourist spending rose 22% in 2004, the overall catering industry grew a mere 1% in sales in 2004 to reach HK$53 billion. The overcrowded catering market is characterized by fierce competition. Restaurants of all types compete through continuous product innovations, marketing campaigns, renovation of stores, and price wars. While the focus on product innovations, marketing campaigns, and renovation of stores built strong brand image and sales across the market, price wars eroded the profit margin and decreased overall sales.According to Euromonitor, the catering industry will continue to grow in Hong Kong at a compounded annual growth rate (CAGR) of 2% in sales value and nearly 3% in both store numbers and transactions between 2005 and 2009. On this saturated and competitive turf, fast food chains, especially Chinese fast food chains, have outperformed the industry average and are expected to lead the growth. 15 4. Fast Food in Hong Kong The fast food industry in Hong Kong is successful because it offers cheap and fast food, which is a perfect match for the busy and hectic lifestyles of the Hong Kong people.Fast food restaurants account for 19% of the overall restaurant sales in Hong Kong: According to AC Nielson’s consumer consumption habit report, Hong Kongers were the most frequent fast food eaters in the world. In 2004, 61% of Hong Kong adults ate at a take-away restaurant at least once a week. 19% 16 While Western fast food giants, such as McDonald’s, Burger King, KFC, and Wendy’s, are very successful in the worldwide market, the Hong Kong market is dominated by Chinese fast food chains. Local fast food chains control over 50% share of the Hong Kong QSR market, with Cafe de Coral leading with 24% share. McDonald’s is the only Western fast food giant to gain a stronghold in Hong Kong in second place with 20% share, whereas KFC enjoys less than 10% of market share in Hong Kong. Cafe de Coral is one of the only two brands in the world that can out-complete McDonald’s on its local turf. Jollibee in the Philippines is the other. Despite years of trying to penetrate into the Hong Kong market, many international players, such as Burger King, Wendy’s, Subway and Jack in the Box, have not been successful. Most of them backed away from their investments in Hong Kong. Burger King returned recently with a single outlet inside the Hong Kong International Airport. 17 5. What Makes Cafe De Coral Successful? A Look at the Company’s Drivers of Success The failure of many foreign chains in the Hong Kong market is attributed to their inability to adapt to local tastes and to local pricing needs. A quick comparison of local and international fast food operators yields the following observations: Local 1. 2. corporate ownership wide product range, about 150 products a day, with 4 menus International 1. 2. franchise limited products, about 40 items, 2 menus a day. ffers many give-aways: e. g. Snoopy figures, Hello Kitty soft toys dolls in Asia 3. takes a long time for product development in individual markets, to calibrate with the headquarters product development team. 3. response to local needs much faster Comparison of Hong Kong and International Fast Food Operators But how does Cafe de Coral stay on the top of its market? What drives its success? The company has worked very hard to focus on product innovation, carefully designed in-store operations to deal with the high volume of customers, centralized global sourcing, centralized food processing centers, p-to-date marketing and branding strategies, performance-based compensation packages for key managers and chefs, and a custom-designed back-end IT support system to stay ahead of the game. 6. Product Innovation at Cafe De Coral Cafe de Coral responds to the local market through its new product innovation capabilities. Product innovation comes from perfecting the recipes of commonly available and favorite dishes, standardizing the recipes so that the portion size for an individual customer is correct, and then determining what it takes to move to mass production. 18A case in point is the traditional wintertime favorite for Chinese called clay pot rice. This dish is sold during the winter months at Chinese restaurants and in large portion sizes so that a group of diners can enjoy the hot and fragrant dish together. Rice and toppings, usually preserved meat or Chinese sausages, are cooked in a clay pot and served at the table in the pot. To add this dish to Cafe de Coral’s seasonal menu during the winter months meant that the company had develop the recipe so that the portion size would meet the demand of a single person ordering and eating the dish. In addition, it had to figure out how to produce and sell the dish on a mass scale of, say, 30,000 sets per day. In restaurants, clay pot rice takes 20 minutes to prepare. While they wait for the dish, diners eat other dishes and normally do not notice how long it takes before the clay pot is brought to the table. At Cafe de Coral, this model of serving dishes as they are prepared (which is very typical of all Chinese sitdown restaurants) does not work. The company had learned through long experience that their customers are seeking efficiency and they will not wait for more than 10 minutes for their food to be prepared and presented to them.To add clay pot rice to its menu, the company needed to determine how to centralize much of the preparation of the dish at the group’s central food processing plant so that only the very last steps in the preparation would be done on site. The development chefs at the central processing plant found ways to shorten the cooking time at the b ranch level and to turn a well-loved family dish into a seasonal best seller for the group. Customers need to wait for 5 to 10 minutes before enjoying clay pot rice, but this is within the acceptable waiting time. 19 20 7. In-Store Operations to Support High Transaction VolumeWith its success in understanding and adapting to local flavors and the local desire for menu diversity, Cafe de Coral serves 300,000 customers daily in its 129 outlets, which is equivalent to serving 10 million meals a month. To cope with the this high volume of traffic and still provide a clean dining environment to their customers, the typical shop area is 300 square meters in size, quite a large space for Hong Kong retailers. In addition to renting (and recently buying) large shop areas, Cafe de Coral streams its customers into different queues to control the traffic volume.This is very different from a Western fast food shop’s typical all-in-one counter service, where the customer waits in front of one of many cashiers, orders the food from the cashier who rings up the order and then goes to get the food that has been prepared routinely throughout the day. The cashier returns with the food, collects the money and then presents the customer with the food, either in a bag for take away or on a tray for on-site dining. At a Cafe de Coral outlet, the customer first encounters the menu board at the doorway and decides on what to order. The customer then proceeds to the cashier who is always next to the menu.The customer places the order and pays the cashier. The cashier gives the customer an order slip. Next, the customer takes the order slip to a food-catering bar, which has received the order through the point-of-sale transaction system. The food preparers prepare the food promptly as it is ordered so that it is always fresh for the customer. The food is then presented to the customer on the spot or it is collected when the customer’s order number appears on a digital display. 21 22 8. Centralized Global Sourcing of Materials The group has centralized its global sourcing of food and materials for all its Hong Kong and China operations.In fact, 80% of the raw materials are procured from nonChina based sources to meet the company’s food standards and to take advantage of the global economies of scale. A typical purchase contract runs for three to six months. Within the contract duration, most fluctuations in pricing are absorbed by the global supplier. At the same time, the global supplier needs to guarantee stable supplies. Under global sourcing, the group imports beef from Brazil, fish fillets from New Zealand, spring chickens from France, and eggs and poultry from the US. Indeed, 10% of the eggs imported into Hong Kong from the US are sold to Cafe de Coral. The benefits of Cafe de Coral’s centralized sourcing are stable supplies and costs along with reduced margin pressure and reduced management in the buying process. 9. Central Food Processing Centers The preparation of Chinese food involves a great deal of chopping and seasoning, along with a variety of cooking methods. Because of its large and complex Chinese menu, Cafe de Coral has found ways to deal with the huge effort required for food preparation.To deal with the difficulties of preparing Chinese food in a fast and efficient manner and on a large scale, Cafe de Coral built its own central food processing centers to do 80% to 90% of the food preparation. The company can save on the high costs of using skilled labor at each of its outlets this way. Only the last-minute cooking and heating of the dishes is left for the individual outlets to do. Executive chefs hand down detailed instructions to branch workers on how to complete the last 10% to 20% of the preparation process. Currently, the company has two central kitchens: one at the Headquarters in Shatin and another one in Guangzhou.These centers support Cafe de Coral and the group’s other restaurants in Hong Kong and Southern China. 23 24 Outlets order materials every afternoon. The food processing centers process the orders overnight and deliver the needed semi-finished food and materials to branches the next morning. Food Materials Order Cycle of Cafe de Coral This backend support system and a fleet of self-owned trucks make this 24-hour orderto-delivery cycle possible, reliable and efficient. The benefits of the central food processing centers are two fold. They reduce labor costs by cutting the number of chefs in the outlets.Currently there is only one Chief Chef in each district (18 districts in total). In addition, the consistency and quality across all outlets are ensured. 25 10. Marketing and Branding Strategy Since Cafe de Coral offers products that are available in full-service restaurants and from competitors across Hong Kong, it always faces the dilemma of how to lure fastfood eaters into its stores to pay a premium price over what they could find on the street in food stalls and how to differentiate itself from other Chinese fast food shops. Just recently, the company also grew concerned with its image. It wondered if Cafe de Coral, though a household name in Hong Kong, had become an old-fashioned brand. As with any brand, Cafe de Coral needs to rejuvenate its image constantly. To keep the brand young, the company is seeking to attract teenagers and young adults to become its new and frequent customers. This is the customer segment that is most willing to spend money on social gatherings in a fast food setting. With its new slogan, â€Å"What a Beautiful Day, see you at Cafe de Coral†, the company seeks to bring in the rendezvousing crowd.It also started an aggressive program of renovating the in-store environments within two years to create a chic, post-modern ambience. The overall design is meant to project hotel-like surrounding that are beyond the customers’ expectation for what they are paying for their food, with a spacious reception area, postmodern art decor, plasma TVs and relaxing music. In addition, the development chefs have developed special products, such as fondue for two and hot pot for two, to support of the ‘rendezvous’ marketing strategy. 26 11. Performance-Based RemunerationTo encourage store managers, district managers, and chief chefs to perform at their very best, the company has adopted a performance-based remuneration scheme. Apart from their base salary, a significant portion (up to 50%) of the salaries of these employees is based on the shop’s and district’s profitability. Each shop is a profit center on its own. Cafe de Coral divided its Hong Kong business into 18 districts, with one district manager and one chief chef in each district. These two top-level managers manage around six or seven stores in their districts. The company gives autonomy to the district manager and chief chef. They are responsible for profits and losses of the stores in their district; they have individual business targets, in-store measures and in-process measures to meet. Mystery shoppers are hired to monitor the food and service quality of each restaurant. Their reports have a bearing on the performance bonuses to be awarded to all members of the management team of each branch. The chief chef and district manager need to work together on compiling the best menus for their district.While the headquarters produces core menus that must be included in every store, the chief chef decides on the rotation of other regular products on a weekly basis after learning what kinds of fresh ingredients are available through central sourcing and how much they cost. The district manager decides on the production volume for each product based on the cost per product that the chief chef and the central processing plant provide. Store managers further balance the appropriate amount of materials and food to achieve the sales targets at the stores set by the district managers and headquarters.This autonomy gives flexibility to each store and district to react to the different demographics in each district and to maximize turnover. For example, a store surrounded by schools sells more snacks; a store located in the central business district sells more up-scale meal sets. At the same time, the bottom-up sales targeting gives the food processing plant and the company’s purchasing team accurate and detailed forecasting information to minimize food costs and materials wastage. Food and materials wastage at the branch level is currently less than 1%. 27 12.IT Support – Operation and Management Decision Making Cafe de Coral works on a high degree of collaboration and depends on a detailed feedback loop across different levels to deliver the high profit margin. The IT department plays a crucial role in facilitating a transparent information flow across all levels and departments. At the heart of this information flow is the Business Management System (BMS), a hub that links individual systems running in different departments. Another core system is the Point-Of-Sales (POS) system, which was fully implemented in 2003 in all stores.Daily and weekly menus are available in the POS terminals so that in-store employees do not need to memorize any product codes. Any sales order at the cashier is instantly displayed in the kitchen to shorten the communication time, and, in the end, to shorten the customer’s waiting time. Sales, food and materials inventory, costing, and forecasting information are fed seamlessly into the BMS located in the headquarters for centralized sourcing, food processing, and business tracking, and for formulating sales opportunities and other management needs. 28 Information and Physical Material Flow in Cafe de Cora lThis high level of information integration also facilitates the delivery of timely management reports. Executive management reports and monthly profit and loss reports from the branches are available two weeks after the end of the month. The BMS system also helps the company to manage ad hoc situations. For example, when a very strong typhoon came through Hong Kong in August 2006, all flights in and out of Hong Kong had to be cancelled or rerouted. As they waited for the typhoon to pass, many passengers were forced to stay in the airport and they flocked to the two Cafe de Coral outlets there.The two outlets enjoyed abnormally high sales that day, but they also sold out all of their stock within the day. Through the BMS and POS, the 29 management team was able to locate products and resources from nearby branches to satisfy demand over the next few days. Such flexibility not would have been possible without the BMS, which provides near real-time information at the headquarters to make prompt decisions. 13. Cafe De Coral Going Global? The fast food culture is reaching far into the Asia Pacific region.According to ACNielsen’s Online Consumer Survey in 2004, â€Å"nearly all Filipino (99%), Taiwanese and Malaysian (98%) and Hong Kong people (97%) were fast food patrons†. In a comparison with the rest of the global market on weekly fast food consumption, the East Asian markets scored big among the top ten in terms of patronage. Percentage of Population that eats at Take-Away restaurants at least once a week 61% 59% 54% 50% 44% 41% 37% 35% 30% 29% Top 10 Global Markets Hong Kong Malaysia Philippines Singapore Thailand China India U. S. Australia New Zealand Source: AC Nielson, Oct 2004 Top 10 Global markets for weekly fast food consumption 0 In terms of overall sales, Euromonitor’s statistics for 2003 indicate that the U. S. is by far the top fast food nation. Top fast-food markets worldwide, 2003 US$ Bn United States Japan Canada United Kingdom China South Korea Germany Australasia Brazil India Total Global Market Source: Euromonitor, Nov 2004 % 53% 5% 5% 5% 3% 3% 3% 2% 2% 2% 148. 61 13. 87 12. 7 12. 1 9. 76 9. 24 7. 37 5. 68 5. 0 4. 9 282 Top fast food markets worldwide, 2003 ACNielsen found that the global drivers of take-away restaurant choice were the type of cuisine, the price of the food and the convenience of the location of the restaurant.The global fast food market generated total revenues of USD 282 billion in 2003, which was an increase of 20% over the previous five years. More than 96 billion meals were served worldwide in 2003. Longer worker hours, changing lifestyles and the continuing disintegration of the tradition of family meals have helped fast food chains to sustain growth worldwide. The US is still the largest market where over 50% of the global revenues were generated. In emerging markets such as Eastern Europe, Africa/Middle East and AsiaPacific, there was continued demand for Western-styled food in spite of the higher than average local price tag.By the same token, Americans’ annual per capita spending on fast food topped the world at $515 in 2003, and increased to $566 in 2005. This was followed by Canada, the UK and Australia with $456, $393 and $363 annual per capita spending on fast food, respectively. Euromonitor’s statistics indicate that Asian fast food is catching up fast on a yearly growth rate of 6. 9% compared to a 1. 3% yearly growth of burger chains. 31 The largest three players in the worldwide fast food game are still McDonald’s (26%), Yum! (10%), and Wendy’s (7%). McDonald’s is the world’s largest foodservice retailing chain.The burger giant has 31,886 outlets in 119 countries. The company recorded $20. 5 billion revenue and a net profit of $2. 6 billion in 2005, an increase of 7. 3% and 13% over the previous year, respectively. Headquartered in Kentucky, Yum! Brands, Inc owns the world’s largest restaurant fleet with about 34,000 restaurants operating in over 100 markets. KFC, Pizza Hut, Long John Silver’s and Taco Bell are the company’s global leading brands. The company made US$ 9. 349 billion revenue and US$ 762 million net income in 2005, a jump of 4% and 3%, respectively, over the previous year.The increase was primarily attributable to the continuous development of franchisee restaurants. In 2005 alone, the multi-brand catering giant opened 4,000 more outlets worldwide. Wendy’s is the third largest fast food company in the United States. There are 6746 worldwide outlets, of which 80% are franchised. Apart from traditional (but square) burgers, Wendy’s offers a wide range of alternatives such as baked potatoes and chili. The group also owns Tim Hortons, the Canadian-based doughnut and coffee shop. In 2005, the Group reported sales of $3. 772 billion, up from $3. billion in 2004. Twothirds of the sales came from Wendy’s brand itself. 32 33 14. Conclusion The very idea of competing with the likes of McDonald’s, the huge Yum! group and Wendy’s was intriguing to Mr. Chan. But what would be the best strategy to go global? How would the company deal with franchising if it chose that model? Could it invest in the food preparation and distribution centers that would be necessary to make expansion work? Does it need to maintain the same operational logistics and mode of customer flow that it used in Hong Kong to handle high traffic volumes?Would markets outside of Hong Kong and China take to the huge and varied menu that characterized Cafe de Coral and made it popular among local customers? Which areas in the world should they go to first? Who were the target customers in these markets? How could the company be certain that the drivers of success in Hong Kong would work in outside markets? Would the expansion strategy take away energy and interest in the Hong Kong market? How should the company protect its market share there? There were just so many questions. Mr. Chan needed some answers and soon. 34 How to cite Cafe de Coral, Papers

Indigenous Health Essay

Question: Write an essay on Indigenous Health? Answer: I am the local Australian aboriginal women, who is born and brought up in Darwin. I come from the large family, my father was Chinese and my mother was from Iran. Its quite common for the aboriginal to be a part of large families. I am the eldest among my brothers and sisters, and being the elder among siblings, my family expects me to take all the responsibility. Just like other aboriginal families, my family also faced different health problems, in spite of having the healthy lifestyle and good livings standard. My family has the chronic diseases, which might occur in relation to the lifestyle adopted by the person, or it can also happen due to genetic reasons (Lea 2008). As per the history of my family, my fathers side has different health issues like, cancer, diabetes, and strokes, and in result of that my family has to regularly visit the doctor for checkups. I have witness my family members facing health issues, but most difficult one was of my dad, who also had health problems (Lea, 2008). Since his childhood, he had to face health issues, and he had heart fever, and therefore, he had to undergo medication in his young age. Even at the age of twelve, he was admitted to hospital various times, as he had the problem of diabetes and due to this problem, he has to do undergo diagnosis (Barraclough and Gardner 2008). When my dad realize that his diabetes problem is coming normal, he again faced another health problem, and this time it was his eyesight that got effected, and after consulting with doctor, we came to know that his eyesight was deteriorating, and high risk occurred on blindness that might come in next 2-4 years. As my dad was the only child of his parents, he has to struggle to accept that he has to undergo diagnosis and therefore, he decided to take retirement, so that he could be around his children, who can take care of him. At the age of 45, while ding through the regular checkups, my dad was requested to take other tests, as our family history was not good in terms of health. After the results came of tests, we were so shock, as test depicts that there was blockage in my fathers arteries, and therefore, he took him to one of the best hospitals in Australia (Lewis 2003). My friend has also loss there family due to heart problems, therefore I was very worried about my fathers heal th. After this treatment my father started recovering and came back to his normal life, and started going on work. At the age of 60, my father went on a regular checkup at hospital, and again my whole family came under stress, as my father was diagnose with blood cancer. I was very shock, because I have lost my grandfather in cancer, and my father has also lost his best friend due to cancer. My father was very worried about his health and after testing cancer, he was quite shattered, but my whole family supported him and didnt let him loss hope from life (Lfgren and Leeuw 2011). I have noted that my father was not able to easily grasp the medical terminology, and he also failed in understanding the procedure (Arnarnaaq, 2010). My father even struggle in his life to accept various changes that happened in his body, and for cancer, he had to go under blood transplant. Blood cancer is quite painful, as this problem is for life time. Once the blood gets impure it had to be again transplant, and this cost high for our family. This treatment impacted the life of my father and we all have to live our li fe in sadness and stress. As I was the eldest child of my parents, I took the responsibility to take my father to hospital for getting regular sessions of chemotherapy, taking appointments with doctors and hospital trips (Thompson and Merrifield 1989). It was true that my father would never get best treatment, without the involvement of his whole family. In this whole process I learned to take better decision for my family and for my father. After 14 months of his blood cancer treatment, my father diagnose with stomach cancer. This was the most painful experience for our family and for my father. After this news my family lost all hopes, but being the elder child of my family, I took responsibility and make my family understand that our father needs our help and for that we have to be with him. We took him to the hospital for his operation of stomach, so that his problem of stomach cancer could be solved. After few months, condition of my father got better, and therefore we all took him for the holidays so that he could get some change. After we return from the trip, my father was again hospitalizing for his blood transplant. Blood cancer was quite aggressive but my family was near to my father, and we all feel fortunate that in this critical time, we all are one and helping each other. During blood transplant of my father we all took a room in hospital and stayed there with him, so that we could support him and take care of him. Our other family members and friends also visited the hospital to support my father, so that he could bear that pain and recover soon. After doing so many struggles with his life, my father passed away at the age of 65, this loss was unbearable for our whole family (Carson, Dunbar, Chenhall Bailie, 2007). Its not easy to see someone go, who had spent his whole life for us to give us all facilities and good life. My siblings and mother was so much in pain, but I tried to take charge and supported my family, just like I used to support my father. My whole family tried to cope up with this loss, and I would say that it was the darkest part of my life. I have seen my family and many people from my community who had to face chronic disease and therefore, I committed my life in aboriginal health sector, so that I could serve the patients in better way and try to give them best treatment, which could improve their life and reduce their pain (Bakx, 1991). My experience in health sector has given me purpose to improve the aboriginal health status. This was quite challenging task for me, but at the same time I have faith and confidence on me. After four years of my fathers death, it was quite not easy for me to share this complete story, but the main reason, why I want to discuss it was, that I felt that this never happen with any one, but I want to make others understand what I, my father and my family went through after my father was diagnose with all these problems, and how much we all have to struggle to support him and didnt let my father morale go down (Hunter, 1993). According to the statistics, investment done in Aboriginal health is important and these issues should be regularly debated to different levels, so that health authorities could understand and try to take proper measures (Hunter, 1993). Its important to understand and remember to improve the healthcare services. Therefore, I always try to support my family, friends and my community with my work in healthcare field, so that they remain healthy and fit without any heath issues. References Lea, T. (2008). Bureaucrats and Bleeding Hearts: Indigenous Health in Northern Australia. Australia: UNSW Press. Hunter, E. (1993). Aboriginal Health and History: Power and Prejudice in Remote Australia. Australia: Cambridge University Press. Arnarnaaq, R. (2010). Aboriginal Peoples health within the health sciences: A Mtis, Inuit First Nations specific health series. Hamilton: McMaster University. Carson, B., Dunbar, T., Chenhall, R. D. Bailie, R. (2007). Social Determinants of Indigenous Health. Australia: Allen Unwin. Bakx, K. (1991). The eclipse of folk medicine in western society. Sociology of Health and Illness, 13(1), 19-38. Lea, T. 2008. Bureaucrats and Bleeding Hearts: Indigenous Health in Northern Australia. Australia: UNSW Press. Barraclough, S. and Gardner, H. 2008. Analysing Health Policy: A Problem-oriented Approach. Australia: Elsevier Australia. Lewis, M. 2003. The People's Health: Public Health in Australia, 1950 to the Present, [Part of two volume set]: Public Health in Australia, 1950 to the Present, [Part of two volume set]. Australia: ABC-CLIO. Lfgren, H. and Leeuw, E. D. 2011. Democratizing Health: Consumer Groups in the Policy Process. Australia: Edward Elgar Publishing. Thompson, N. and Merrifield, P. 1989. Aboriginal Health: An Annotated Bibliography. Australia: Aboriginal Studies Press.

Psychological Disorder Fight Club Essay Example

Psychological Disorder: Fight Club Essay Psychological Disorder Research: Fight Club The movie, Fight Club, published in 1999, portrays two topics of psychology: Insomnia and Dissociative Identity Disorder. The unnamed narrator has not been able to sleep for six months straight, and he looks for treatment. He refuses to take medication prescribed by his doctor, so his doctor suggests for him to attend a testicular cancer group meeting. The doctor suggests this, because the narrator complains about the misery he has to deal with, but there are others who suffer more than he does. The narrator attends the support group, copes with the sufferings that the men with testicular cancer have, and is somehow able to rest easily that night. The narrator himself is perturbed with how he is able to sleep after attending the meeting, so he starts to attend support groups regarding some sort of disease or disorder, such as tuberculosis, paralytics, etc. He figures out how he is able to fall asleep on the nights. The misery of others causes him to cry, which leads to him being able to sleep. Therefore he attends the meetings every day, becoming addicted to attending meetings even those he is pretending to be a victim of those meetings. In conclusion, there are ways to treat insomnia other than medication, but those solutions are possibly specific to certain people, such as the narrator. The Dissociative Identity Disorder comes along when he notices that a woman named Marla attends the same support groups he is attending. Marla is also pretending to be a victim. After this, the narrator continues to not be able to fall asleep and becomes confused and enraged, because he cannot imagine a way to change his life. We will write a custom essay sample on Psychological Disorder: Fight Club specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Psychological Disorder: Fight Club specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Psychological Disorder: Fight Club specifically for you FOR ONLY $16.38 $13.9/page Hire Writer From the confusion and enragement, he mentally creates a man named Tyler Durden. The narrator does not know that Tyler is his other personality. From the narrator’s perspective, Tyler is just another man, who happens to be the complete opposite of him. The two men start to become really close friends, and starts to ‘fight’ with each other for entertainment. The two creates a fight club project named Project Mayhem, and the project grows to many major cities around the country under the leadership of Tyler. The narrator complains that he does not have as much involvement in the project, even though the both of them founded it together. After the argument, Tyler suddenly disappears from the narrator’s life. The narrator starts to travel around the country to fight clubs in search of Tyler, where the narrator himself is recognized as Tyler Durden. Suddenly, Tyler reappears in front of the narrator, in which Tyler explains that they share the same body, but different minds. In this movie, Dissociative Identity Disorder is portrayed as a personality that is created when one cannot move on with one’s life. The narrator could not face the world anymore nor imagine himself in a bright future, which is when he created the mental projection known as Tyler Durden. The narrator is able to suppress Tyler after the argument of leadership of Project Mayhem. The narrator hates Tyler; therefore Tyler disappears. From this, Dissociative Identity Disorder can be unconsciously controlled. It is not necessarily true that the personality created is aggressive, like in many cases of Dissociative Identity Disorder.

10 Things Not to Include on Your ResumeÂÂ

10 Things Not to Include on Your Resume   Apart from the cardinal sin of clichà ©s (â€Å"I’m a hard worker† or â€Å"I’m a team player†), there are a few general no-nos to resume-writing. Make sure not to let any of the following sneak into your resume and you’ll never be laughed out of the â€Å"maybe pile.† 1. Typos and mistakesCheck your spelling, punctuation, formatting, and especially grammar.2. An overly casual toneThe time to be cool is at happy hour, once you have the job! Keep your resume 100% professional.3. Clichà ©sWe said it once. We’ll say it again. Find a new, fresh way to express that you’re a team player or a hard worker without resorting to tired, meaningless language.4. Multiple pagesStick to one. Clean and simple. Remember, hiring managers don’t have a lot of time. They’ll appreciate the effort you make to keep things short and sweet.5. Fancy formattingJust say no to background colors, borders, graphics, hearts, or happy faces. Keep it clean.6. Third personKeep things in the first person. â€Å"My responsibilities included†¦,† â€Å"I managed†¦,† etc.7. EmojisSeriously. Just don’t.8. Saying stupid things about yourselfDon’t give a hiring manager any material to joke about in the coffee room. Make sure you have someone read through your resume before sending it out, just so you make sure you don’t say anything cringeworthy.9. A juvenile email addressYou might think it’s really cute to have hotdogbro@me.com, but no one else does. Some combination of your first and last names at a reputable service provider will do just fine.10. A loony fontDon’t use comic sans just to be original. Don’t use script. Don’t use anything fun. Pick a totally boring and professional font if you want your resume to actually get read.

Competitive Advantage Case Study Example | Topics and Well Written Essays - 1250 words

Competitive Advantage - Case Study Example A closer analysis of the case study of Whole Foods shows that it has adopted a differentiation strategy. According to Harasta & Hoffman (2010), differentiation is a business strategy that seeks to build competitive advantage with its product or service by having it different from the other alternative products. This entails that other competitors may find it difficult to offer the market offering. This is the strategy that has been adopted by Whole Foods explained below. The company has differentiated itself from the other competitors by focussing on quality as excellence and innovation that allows them to charge a premium price for premium products. For instance, health conscious people have begun to realise the importance of consuming organic and natural foods and these are mostly found at Whole Foods Market stores. Whole Foods is the world’s leading retailer of natural and organic foods and has 289 stores, 273 stores in 38 states in the US and 6 stores in Canada and 5 stores in UK (Harasta & Hoffman, 2010). All these stores have sustained a competitive advantage by virtue of being unique. Other retail outlets do not specifically focus on strictly organic and natural products like Whole Foods and this is the reason why it has managed to sustain its competitiveness. Essentially, differentiation strategy requires businesses to have sustainable advantages that enable them to provide the customers with something uniquely valuable to them (Harasta & Hoffman, 2010). In case of Whole Foods, this strategy is justifiable because the products it offers are perceived to be of high value by the buyers and this is the reason why they continue to buy them even though they have premium prices. In most cases, buyers purchase products that are believed to be of great value to them. It can also be seen that differentiated products in the market are unique and they can be hardly imitated by other

Cross culture management Essay Example | Topics and Well Written Essays - 1500 words

Cross culture management - Essay Example Essentially, the organisational culture followed at IKEA in Sweden was very different from the Spanish culture which was experienced to be more hierarchical, more rule bound, and more aware of status than the Swedish culture. While the company appears to be very aware of culture and even uses differences in cultures to its advantages as reflected by its advertising campaign for the British, it found itself in a bind when it tried to export its organisational culture to branch offices of the company in different countries. As per the case study, The culture at IKEA is essentially Swedish in nature where decisions are made with the consensus of others, mistakes are a part of the learning process and creative approaches to problem solving are rewarded. Red tape is frowned upon and status barriers are discouraged while managers like to work closely with co-workers. It is essentially a culture of equality when business cards do not carry titles and employees are supposed to work their way up the company without any formalised training. In fact, any education given to the employees is through discussion and explanations which explains the philosophy of IKEA. The company seeks employees with open minds, positive communication skills, a good work attitude more than it seeks employees who have degrees in sales and marketing. This particular organisational culture came into direct conflict with the national culture of Germany where hierarchical systems are important and personal initiative is discouraged. Even something as simple as using the managers’ first name created issues and risk assessments procedures showed that the German employees functioned differently when it came to making choices from a set of given options. Similarly, informality in France was seen as a sign of weakness and indecision which was taken to mean that the employees could do

LOG502 MoD 5 SLP Assignement (Logistics Design Alternatives) Essay

LOG502 MoD 5 SLP Assignement (Logistics Design Alternatives) - Essay Example The global market has become highly turbulent and competitive in most of the industries. In mobile industry there are many companies who have come up strongly and created a good impact in the global market. There is huge amount of competition in these industries with many major players like Nokia, Samsung, HTC, Motorola etc. The logistics system used by Nokia globally to have a competitive advantage over others is very agile (Schroeder 45-48). The agile supply chain and logistics system does allow the company to be flexible and also adapt to the changes in a quick time. This type of logistics system is been used basically to have a good response to the changes in demand in the market. The main focus of this logistic system is to have a good method of reaching to the customers and providing the customers the correct model at the correct time (Slack, Chambers and Johnston 89-94). In agile system of logistics the system is more dependent on the demand system than on forecast-demand. The extensive sharing of information among the suppliers and the buyers does create a lot of information for the company and as a result the inventory is filled with more of information than physical items (Branch 64-73). Nokia does use the best of information system and automated systems to make sure that they have a good communication with all the members of the supply chain network to make sure that they keep getting the information both about the products and also about the market de3mand on a continuous basis (Meindl and Chopra 45-53). This helps in a building a good level of integration among the partners of the entire logistics system. The distribution network used by the company is very extensive as it has got its warehouse and offices present in all the major cities across the world (Collin and Lorenzin, 43-49). From these warehouses the products are been send to all the retailers and the distributors based on the demand of each individual product (Waters 123-127). The mobile

Transition of Politics in India

Transition of Politics in India ASHWANI KUMAR INTRODUCTION Politics in India has continuously evolved from an empire rule under the Mughals, to colonialism under the British, establishment of multi-party democracy to the current experiment with direct democracy. This paper has been written with the aim to understand and analyze the structure of politics in India from the British Era to the emergence of democracy, on the basis of three articles by Sudipta Kaviraj. The analysis will be divided into two sections; the first talking about the idea of modernity and establishment of a colonial state; and second on the establishment and functioning of democracy in the post-colonial state. MODERNITY and COLONIAL STATE According to Sudipta Kaviraj[1] modernity is not homogenous. There doesn’t exist a standard form or structure of western societies that can be reproduced in all societies; historical facts and experiences define ‘modernity’. The change in social practices which could arise due to coercive action or transformation by will make the experience unique. Substantiating this he gives the example of transformation of education in Bengal towards Western ideals leading to disappearance of the traditional schools. Further, the processes that constitute modernity are plural in nature due to their historical combination. Critiquing the functionalist approach in Marxism he states that taking the different historical accounts such strong functional characteristics that define the capitalist structure wouldn’t exist. A capitalist transformation via accumulation in all sectors doesn’t mean a homogenous system of social relations expressed as modernity. By this he bas ically means that considering that each sector would be unique with respect to their product relations and social relations, the act of capital accumulation by itself would not lead to modernity. It is the sequence of the processes and interconnection that define the nature of modernity. The transformation of India was a state driven process through these modern instruments in the absence of forces like the bourgeoisie or the proletariat. A modern state has two aspects to it; as an instrument its society’s capacity for collective action and, as an idea it’s a society based on the principle of sovereignty.[2] Collective agency and working via collective action are the pillars of modern society. Giving examples he elucidates how bureaucratic administration, collective consciousness towards a nationalist thought are all directed towards establishing a process of well-directed collective action. It is these modern processes on the basis of collective action through which t he government formulates policies and takes decisions. Here is where he states these policies of society are reflexive. We can define them reflexive in two senses, first that these devices of collective agency are directed to society as much as to other areas (like conflict, war prone areas). Secondly, the effectiveness of these modern devices were constantly monitored and reformed in case of failure. This rationality brings about options to arrange their own structures and learn from their own experiences, and this is what Kaviraj meant by recursive rationalization. This very idea of drawing to experiences and structuring society accordingly is why societies would not emulate the west. Every modern state is hence unique in its formation depending on historical factors and factors of strength of collective agency and rational thought. The uniqueness of structure of society in India lies in its social structure .This was the caste system on the basis of which value of human life and his role was established in society. Caste system was the basis of Hindu religion and even with the onset of the Mughal Empire there was no change in the fundamental structure of social order. There existed a dual system of power with both Hindu and Islam principles. Furthermore, the political power was limited to just ‘executive’ powers (of protecting social institutions or maintaining law and order) on the basis of social power governed under the caste system. Modern sovereignty as an idea was alien as even the political leaders were subservient to this social order and therefore did not hold any powers to reconstitute it. The subsequent process of colonization in itself was unique as it was met with hardly any opposition in the beginning; rather it was in some sense supported by the elite. The British entered Bengal as a revenue raising body and tried to gain control through commerce and revenue activities. This was easy to capture as the traditional society was not organized around the power of state, they did not control the entire functioning of the state. British introduced the idea of ‘state sovereignty’ and ‘different spheres’ of social life defining the political structure in society.[3] This led to condensation of functions and consolidation of power based on European history to formulate a state through techniques of disciplinary power, structure of welfare state and democracy. Before modernity regulatory functions existed through different agencies but the British concentrated them at the center. This is what created a ‘colonial state’ by using discipli nary techniques to bring the society under intellectual control. This idea of sovereignty established a state that had legislative power which could critically judge and restructure social institutions like the caste system, and this was superimposed by developing critical rational thought amongst the intellectual. Rationalism born due to intellectual growth disregarded Edward Said’s assertion that Orientalism led to submission of intellect (Kaviraj, Modernity and Politics in India 2000). This expression of common rational thought also created strong associations among the modern elite. With the establishment of ‘Rule of Law’ and more importance provided to community grievances rather than individuals, unified pressure groups began formulating by the elite. This logic of associationism was the creation of a colonial ‘civil society’. This civil society embarked to be the national leaders of tomorrow. Furthermore, the self-limitation of the state, the separation of the political and social powers in distinct spheres and the idea of self-rule that grew of it conceptualized nationalism in India. National consciousness was brought about through regional patriotism as articles in vernacular languages were brought into print. An idea of the nation state that would replicate modernity (Europe) would require a single language and a homogenous culture. But in India with diversity; a pluralist approach with a constitution granting regional autonomy and laying down the federal structure of powers was decided upon by the leaders. Modern politics was thus created not through imitation of the West but taking into account the historical processes and a self-conscious process of structuring social order according to the particularities of society. POST-COLONIAL STATE [1] Sudipta Kaviraj(2000);Modernity and Politics in India, Daedalus Vol. 129, No. 1, Multiple Modernities (Winter, 2000), pp. 137-162 [2] Sudipta Kaviraj(2009); The Post-colonial State: The special case of India ; http://criticalencounters.net/2009/01/19/the-post-colonial-state-sudipta-kaviraj/ [3] Sudipta Kaviraj(2000);Modernity and Politics in India, Daedalus Vol. 129, No. 1, Multiple Modernities (Winter, 2000), pp. 137-162

Holy Zion A Study of Ethiopianism in Rastafarianism with a Focus on the

Holy Zion A Study of Ethiopianism in Rastafarianism with a Focus on the Concept Of Ethiopia as Zion Open your eyes and look within Are you satisfied with the life you're living? We know where we're going; We know where we're from We're leaving Babylon, we're going to our fatherland (Marley "Exodus" 5). In 1977, Bob Marley's lyrics reflected the ideology of Rastafarianism, defined by the New Dictionary of Religions as, "A variety of dynamic movements in Jamaica . . . since the 1930s among the poor landless men, inspired by Marcus Garvey’s Back to Africa movement and the accession of Ras Tafari as emperor of Ethiopia" (Rastafarian). But the Rastafarians are much more than "poor landless men". They are an oppressed people who in the1930s found themselves in a hopeless situation. It was this hopeless situation that readied the minds and hearts of the Rastafarians to look beyond their lives in Jamaica. They began to look to a new life and a new world by the name of Ethiopia. The concept of Ethiopia as Zion, a destined homeland for all Black people, soon took hold of the Rastafarians so much so that it became the basis for their religion, Ethiopianism. According to one source, "It is the Rastafari movements, with its origins in Jamaica, that Ethiopianism has been most consistently elaborated for nearly seven decades" (Dread History). Ethiopianism, and specifically the belief in Ethiopia as Zion, was so accepted by the Rastafarians because it offered a sense of dignity and hope in an otherwise hopeless economic and social climate. Jamaica 1930 was not the picture of peaceful jungles and calm sunsets that we see in travel agents’ brochures. Jamaica 1930 was a time of economic, social, and natural disaster. As L... ...ove. http://www.webcom.com/nattyreb/rastafari/everlasting.html Jamaicans Of Ethiopian Origin And The Rastafarian Faith. http://web.syr.edu/~affellem/napti.html. Marley, Bob. Exodus. 1977. ---. Survival. 1979. Mutabaruka. Check It. 1983. ---. Outcry. 1984. ---. The Ultimate Collection. 1996. Mutabaruka Web Site. http://www.ireggae.com/muta.htm. The Rastafarian Religion. http://www.aspects.net/~nick/religion.htm Rastafarian. http://ucl.broward.cc.fl.us/pathfinders/rastafa.htm. Rastafarianism. http://www.ritesofpassage.org/g-rasta.htm Redington, Norman. A Sketch Of Rastafari History. St. Pachomius Orthodox Library, 1995. Sandford, Christine. The Lion of Judah. Philadelphia: Macmillian, 1955. Who Was Marcus Garvey? http://www.rockol.it/rockol/reggae/MarcusGa.htm. Zach, Paul. Insight Guides: Jamaica. Boston: Houghton Mifflin, 1995.