Comparing the Impact of Darwin on Dr. Jekyll and Mr. Hyde...

The Impact of Darwin on Dr. Jekyll and Mr. Hyde and She Who Must Be Obeyed Imagine what would happen if everything you believed to be true was suddenly challenged. How would you feel if the solid rock bottom of your religious and cultural beliefs turned into a slippery slope of doubt? Such was the dilemma the Victorians faced with the publication of Darwins Origin of the Species. The questioning of mans origin in the form of evolution and survival of the fittest brought an uneasy feeling as to mans place within the hierarchy of the universe. Darwins theory that mankind was evolved from apes and not created by a divine being shocked civilized society. The comparisons between civilized and uncivilized behavior†¦show more content†¦Like Dr. Jekyll, Ayeshas underlying evil lies very close to the surface. However, it doesnt take a drug to reveal her beastly behavior, but jealousy of another woman. Ayesha had not outlived jealousy. Ayeshas speech to Holly as to why Ustane must be murdered is another reflection of Darwins theory, for day by day we destroy that we may live, since in this world none save the strongest can endure. Those who are weak must perish; the earth is to the strong, and the fruits thereof. For every tree that grows a score shall wither, that the strong ones may take their share. We run to place and power over the dead bodies of those who fail and fall; ay, we win the food we eat from out of the mouths of starving babies. It is the scheme of things. (203) Holly does not subscribe to Ayesha or Darwins theories. He believes in a moral sense of right and wrong, based on our conscience, upon the great wall of responsibility that marks off mankind from the beasts. (203) The difference between civilized and uncivilized. Even in Shes death scene, Haggard shows us the Victorian preoccupation with Darwins theory. Job cries out, Shes turning into a monkey! (293) Haggard goes on to describe Ayeshas death as if she were in the process of de-evolving. She ends up no larger than a baboon until she finally fades intoShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesEthical Choice Can You Learn from Failure? 24 glOBalization! Does National Culture Affect Organizational Practices? 30 Point/Counterpoint Lost in Translation? 31 Questions for Review 32 Experiential Exercise Workforce Diversity 32 Ethical Dilemma Jekyll and Hyde 33 Case Incident 1 â€Å"Lessons for ‘Undercover’ Bosses† 34 Case Incident 2 Era of the Disposable Worker? 35 vii viii CONTENTS 2 2 The Individual Diversity in Organizations 39 Diversity 40 Demographic Characteristics of the

Diversity And Prejudice Our Ethnic Backgrounds And...

Diversity and prejudice goes beyond our ethnic backgrounds and religious beliefs. Constellations of family types are abundant in our country and social change is slow. As educators we need to be aware of the impact this has on our students and their families. As Henderson, Mapp, Johnson, and Davies noted, â€Å"All families, no matter what their income, race, education, language, or culture, want their children to do well in school-and can make an important contribution to their child’s learning,† (2007, p. 115). After reading this week, I think we need to include all family types on that list. My discussion involves Lesbian, Gay, Bisexual, and Transgender (LGBT) families, which I do not have any experience with, and Special Education parents of which I am more familiar. Challenges faced by sexual-minority families are multi-faceted. Many choose not to disclose their orientation, and some go out of their way to pretend they are a traditional family. Fear influences coun tless decisions. According to http://mic.com/articles/121496/one-map-shows-where-you-can-still-be-fired-for-being-gay-in-2015#.UOuQNPKjQ, â€Å"Thanks to the Supreme Court decision in Obergefell v. Hodges on Friday, (June 29, 2015), Americans have gained the constitutional right to marry someone of the same sex in each of the 50 states. But in 28 states, they can still be fired for it.† Prior to this recent decision, people were afraid they would lose their jobs if their employers found out they were lesbian, gay,Show MoreRelatedExplain Ways in Which Children and Young People Can Experience Prejudice and Discrimination.863 Words   |  4 PagesExplain ways in which children and young people can experience prejudice and discrimination. 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Where people vary in a multitude of ways, including in theirRead MoreDiversity Is Not Just Acknowledging And Enduring Differences848 Words   |  4 Pagesâ€Å"Diversity includes knowing how to relate to those qualities and conditions that are different from our own and outside the groups to which we belong, yet are present in other individuals and groups. These include but are not limited to age, ethnicity, class, gender, physical abilities/qualities, race, sexual orientation, as well as religious status, gender expression, educational background, geographical location, income, marital status, parental status, and work experiences† (Queensborough CommunityRead MoreEssay on Racism1251 Words   |   6 Pagescourse, and some of my own ideas on ways to overcome this obstacle as a nation. Racism has historically been defined as the belief that race is the primary determinant of human capacities, that a certain race is inherently superior or inferior to others, and/or that individuals should be treated differently according to their racial designation. Sometimes racism means beliefs, practices, and institutions that discriminate against people based on their perceived or ascribed race. While the sin of racismRead MoreDiversity Is Not Just Acknowledging And Enduring Differences849 Words   |  4 PagesDiversity includes knowing how to relate to those qualities and conditions that are different from our own and outside the groups to which we belong, yet are present in other individuals and groups. These include but are not limited to age, ethnicity, class, gender, physical abilities/qualities, race, sexual orientation, as well as religious status, gender expression, educational background, geographical location, income, marital status, parental status, and work experien ces. (Queensborough CommunityRead MoreDoes Religious Education Remain Relevant Today?984 Words   |  4 PagesThere are major discussions occurring currently about the future of Religious Education in the school curriculum. The main reason for this being the question: does Religious Education remain relevant today? In this essay I will explain why Religious Education is relevant today due to the growing secularisation of society, the increasing multiculturalism of the UK and the benefits it provides. I will also analyse the counter argument that society has moved on from the concept of religion and it shouldRead MoreCultural Competence Within The Healthcare World Essay1488 Words   |  6 Pages Cultural competence can be used as a strategy to improve quality healthcare and help in getting over racial and ethnic disparities. It is only one solution to reducing racial/ethnic disparities in the healthcare systems. With that said many health care facilities are taking part in cultural competence. Although in this topic we are dealing with healthcare, cultural competence can be utilized within most businesses such as retail, the military and other government related jobs (Harris, 2011) as wellRead MoreDiversity Is The State Of Being Diverse1090 Words   |  5 PagesDiversity Diversity is the state of being diverse or in some cases different being able to apply and possibly deal with different people or surroundings or even events. The meaning of diversity in education is as follows; accepting that each person is distinctive, and distinguishing our individual differences. These can be described along. the scopes of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other beliefsRead MoreDiversity in the Workpalce721 Words   |  3 PagesRunning Head: DIVERSITY, IN OUR Diversity in Our World, Good or Bad Renee Richardson Employee/Employer Relations Professor Bagwell December 3, 2008 Abstract Diversity is a wider concept than just ethnicity, race and gender. Other unique characteristics such as age, culture, style, education, religious beliefs, and sexual orientation also contribute to diversity. Promoting workforce diversity is difficultRead More Sociology of Racial and Cultural Groups Essay1813 Words   |  8 Pageslive in a culturally diverse society where there are many differences among various racial and ethnic groups. When these different groups come into contact with one another they interact in many different ways. Prejudice and discrimination are key factors in understanding intergroup relationships. Competition, religious ideas, fear of strangers and nationalism are elements that contribute to prejudice. Many expressions of negative prejudicial attitudes, stereotyping and discriminatory behavior

Packed and Fluidised Bed Behaviour in a Solid-Liquid System

Question: Discuss about the Packed and Fluidised Bed Behaviour in a Solid-Liquid System. Answer: Introduction Fluidisation takes place due to an upward flow of fluid through a particle bed in particle technology. In this process, the particles in the bed are lifted up, and therefore, do not touch one another. This results to the transformation of the particle bed into a fluid-like condition. During the flow of the fluid through the particle bed, a pressure decrease is detected as a result of the fluid drag force. Such a pressure decrease continues until the minimum fluidisation speed is obtained. The lowest amount of fluidisation speed is the minimum speed of the upward flowing fluid through the bed containing the particles that is needed to produce fluidisation (Maroufi, Khoshandam, Kumar, 2012). This takes place when the pressure decrease is equal to the weight of the particles in the bed. Consequently, this results in the particles dissociating. A fluidised bed results when a bed containing the particles goes through the suitable conditions needed for fluidisation, under the confinement of a controlled container. The tremendous mixing that occurs between the solid and fluid in a fluidised bed results in the towering rates of both weight and heat transfer. As a result, fluidised beds are enormously handy and play a central part in a broad variety of industrial and engineering processes. For instance, fluidised beds can be employed as reactors for the catalytic dissociation of complex hydrocarbons. They can also be used in the granulation process for the enlargement of the particle size, for the separation of minerals and particles size and density. Additionally, they can be utilized for solid cooling as a result of heat transfer. In other more advanced applications, fluidised beds can be employed in the coal gasification process (Sokł, 2001). During its many applications, the system parameters vary significantly li ke the particles property and the speed at which fluidisation process takes place (Doroodchi et al., 2012). The lab report illustrates an experiment carried out to study the packed and fluidised beds with the aim of investigating the characteristics of packed and fluidised beds under changing conditions, and the outcome of varying shaped particles on such operating conditions. The experiment also gives perspective into how these characteristics can be tapped within an industrial setting. This experiment was undertaken into two segments. The first segment employed spherical particles to constitute the particle bed. On the contrary, the second experiment employed cylindrically shaped particles. In both cases, the hydrodynamic properties of fluidised beds were studied. The focus was majorly on the conditions obligatory for a packed bed of particles to go through fluidisation. Similarly, the experiment focused on the associated pressure reduction through the bed with the rising flow rate of the particles. The particles bed was at the start, allowed to fluidize before taken through the process of de-fluidisation. The experimental pressure decrease was compared for trends, similarities and differences that occurred during the process of fluidization and de-fluidisation. Subsequently, the experimental outcomes were also compared with the theoretical association proposed by Richardson , Zaki, Ergun, and Carman-Kozeny. To begin with, the equations used and the derivation in the calculation of the theoretical forecasting for the operating conditions of both the fluidised and packed beds is illustrated later in this report. The report also covers the experimental procedure, and the results from the study. The results are comprehensively discussed and descried into detail in comparison to the existing theories outlined in the report. The report concludes with the general conclusions and recommendations anchored on the determinations of the experimental study. Experimental Materials, Apparatus, and Equipment The experiment was carried out using a fabricated fluidised bed reactor apparatus, particularly projected to measure the pressure reduction which takes place across both a fluidised and packed bed. The fluidised bed reactor column assumed a cylindrical profile, with an interior diameter of 2.5 cm, and corresponding exterior diameter of 3.0 cm. The fluidised bed reactor column comprised of a particle bed conflated with water to make the column packed. The particle bed was fabricated using both clear spherical beads of diameter 0.202 cm, and green cylindrical beads with a diameter of 0.249 cm and length of 0.192 cm. A variable regulator valve regulated the fluid flow into the reactor column that contains the particle bed. The output made use of the flow rates varying from 0 to 42 g/s. This represented a range of 0 to 70% of the production capacity of the beds measured using a rotameter. A DP Cell having an output reading that ranges from 0.94 to 4.39 V evaluated the decrease in pressure inside the reactor column. The measured emfs were changed into a height difference in respect to water. This was achieved by calibrating the output emfs to a head difference in terms of the water column that ranges numerically between 0 to 48 cm in terms of water column. The Figure below illustrates a schematic diagram of the apparatus employed in the experiment The apparatus elements are as identified below Part Name 1 Fluid reservoir 2 Pump 3/3A Control valves 4 Flowmeter 5 Drain pipe 6 Cam lock 1; releases the drain pipe but holds gauze in place to retain beads 7 Cam lock 2; releases the gauze that retains the beads 8 Fluidised bed reactor column 9 Top gauze; to hold the beads within the column if the flow is excessive 10 Transition system 11 Bleed box and pressure sensors 12 Calibration levels 13 Processor 14 Multimeter Experimental Procedure The preamble of the experiment involved turning on of the pump and subsequently bleeding off any trapped air within the plastic tubes. The DP Cell was graduated by first turning the valves to the calibrate initials position. The output emf was then measured and recorded for various water head heights. These figures were measured by varying the height of one of the calibration tubes in an increasing manner. The regulator valves were then replaced to the operate initial setting. After that, the rotameter was graduated to measure and estimate the mass flow rate of the water in the column for varying rotameter values. This was obtained by gathering a specified volume of water of known mass in a measuring cylinder over a timed interval. Afterwards, the collected water was weighed to estimate its mass at changing flow rates. The water tapped was taken back to the reservoir after determining its weight. Subsequent to the calibration of the DP cell and rotameter, the original bed column of t he spherical particles were measured and recorded together with the DP cell reading in terms of emf output as a percentage of the flow rate. The liquid flow rate in the bed was steadily but slowly raised in incremental steps each averaging to 5% of the aggregate flow rate. At the same time, the pressure decrease and bed column variation was measured and recorded. The process went on until readings at the most prominent and optimum flow rate was tested. The estimated optimum for the bed column is 70%. The column of the bed was afterwards de-fluidised. This was achieved by gradually reducing the liquid flow rate back to the initial setting (zero) with a steady additive steps. At the same time, similar measurements of bed column and DP cell emf output were recorded for the purposes of analysis. The diameter of an individual particle was then estimated using vernier callipers as a measuring instrument. Subsequently, ten particles were put inside a measuring cylinder with a known mass. T he contents were then weighed and separately recorded. This enabled for the computation of the mean mass of one individual bed particle. Finally, the packed bed voidage was estimated by putting 2 mL of particles in a measuring cylinder. Afterwards, 2 mL of water was added into the container and the difference in liquid height was observed and recorded. The same experimental procedure was then repeated for the cylindrically shaped particles of the fluidised bed. Data Analysis Using the graduation data for the DP cell, a graduation curve was obtained that assisted in the conversion of the emf reading to a head difference in terms of water column. The graduation statistics for the rotameter enabled for the estimation of both the mass and volumetric flow rate. These two variables enabled for the calculation of the fluid speed. By employing the experimental numerical information of pressure decline and flow rate, a comparative analysis of the variants was undertaken for both fluidisation and de-fluidisation processes respectively. The deviating bed porosity with regard to fluid speed was also estimated for both the fluidisation and de-fluidisation phases. Using the data obtained as illustrated in this experiment, the theoretical equations and principles of both Carman-Kozeny and Ergun were utilised to forecast the theoretical pressure reductions and fluctuations (Kramer et al., 2015). The theoretical values of the equations obtained were compared to the exper imental data achieved. In the case of the cylindrical particles, the Sauter diameter of the particles was approximated to assist in the utilisation of the Ergun and Carman-Kozeny equations in the workings. Moreover, Richardson and Zaki equation and theory was also employed to arrive at the theoretical bed voidage for various fluid speeds (Zhang, Meng, Guo, Guo, 2015). Their results were then compared with the experimental values obtained. References Doroodchi, E., Peng, Z., Sathe, M., Abbasi-Shavazi, E., Evans, G. M. (2012). Fluidisation and packed bed behaviour in capillary tubes.Powder technology,223, 131-136. Kramer, O., Jobse, M. A., Baars, E. T., van der Helm, A. W. C., Colin, M. G., Kors, L., van Vugt, W. H. (2015). Model-based prediction of fluid bed state in full-scale drinking water pellet softening reactors. InProceedings of the 2nd IWA New Developments in IT Water conference, Amsterdam (The Netherlands) 8-10 Febr. 2015; Authors version. IWA. Maroufi, S., Khoshandam, B., Kumar, R. (2012). Comparison between fluidised bed and packed bed reactors: non-catalytic gassolid reactions.Ironmaking Steelmaking,39(4), 301-311. https://dx.doi.org/10.1179/1743281211y.0000000061 Sokł, W. (2001). Operating parameters for a gasliquidsolid fluidised bed bioreactor with a low density biomass support.Biochemical Engineering Journal,8(3), 203-212. https://dx.doi.org/10.1016/s1369-703x(01)00100-0 Zhang, Z., Meng, J., Guo, L., Guo, Z. (2015). Numerical Study of the Gas Distribution in an Oxygen Blast Furnace. Part 1: Model Building and Basic Characteristics. JOM, 67(9), 1936-1944. https://dx.doi.org/10.1007/s11837-015-1529-y

Globalisation versus localization in the first food industry free essay sample

Table of Content Vertical Integration along the Fast-food Supply Chain Creating a Culture for Organizational Excellence Bibliography Web Reference Task:1 GLOBALISATION VERSUS LOCALIZATION IN THE FIRST FOOD INDUSTRY To demonstrate the globalization versus localization of the first food industry its necessary to demonstrate both the terms – â€Å"Globalization† and â€Å"Localization† Globalization can be defined as the process by which markets and productions in different countries are becoming increasingly interdependent due to the dynamics of trade in goods and services and flows of capital and technology. A Globalizing World: Culture, Economics, Politics. edited by David Held Publisher: The Open University Page:92 The practice that makes a product s property suitable for using in different culture, language, political and social environment is known as the products localization. A supply chain is a network of facilities and distribution options that performs the function of procurement of materials, transformation of these materials into intermediate and finished products and the distribution of these finished products to customers. Essentials of Supply Chain Management By Michael H. Hugos, page 3 Now a supply chain could be global when not only its demand side is global but its supply side is equally global as the main efficiency lies in cost efficiency by which the local responsiveness can gain a swift drive, that only can achieved by globalizing the supply system. If analysis take place on basis of base products then it will project the paradoxical balance of globalization and local responsiveness Beverage Fact: Pepsi is still served as most promoted soft drinks in KFC restaurants but Coca-Cola is served as one of the most popular drink in many restaurants of Malaysia, South Africa, Turkey, Romania ,Philippines, Greece, Israel and Sri Lanka. In Peru, the locally popular Inca Kola is sold. Differences could be noticed in many other countrys beverage menu like in Peru local favourite Inca Kola is sold, beer is served as drink in many East European countries restaurant. Globalization: For local demand the supply side of beverage less global, though the integration is quite remarkable to gain globalization approach by supplying international brands like Coca cola and Pepsi with local favourites to increase its value added outlook while supporting global integration. Localization: To attract the diverse test it is more logical to make the supply of beverage local as local responsiveness is vital to increase the exposure of a global supply chain. Globalization versus Localization is a rather paradoxical situation in business environment though sustaining and expanding in a multicultural environment it is must for companies to adopt localisation for better responsiveness. Base products for example: Chicken The supply system for base products like chicken comes from different suppliers across the world. For instance the suppliers of chicken at KFC in West Virginia is Pilgrims Pride. Chicken supplier in Mexico is Tyson Foods. Globalization: The supply structure for base product is fully global to achieve low cost efficiency as farming in the operating country is more convenient, cost effective, and convenient to reach to the finished product. Localization: Though the supply structure of base product is global but it catches local responsiveness when the firming and supply contributing in the operating country’s economics through employment and other financial means. Operational Items : Operational product supply like packaging products come from Indonesian, Singapore. For example Asia Pulp Paper based in Singapore. Globalization: This supply arrangements of KFC is also characterized largely by globalization as it makes the operation more easier and integrated for further explanation Singapore is a port city that could ensure smooth supply all year round. Even politically this country is sound to obtain a flow of production. Localization: This supply arrangement has no or small effect on local responsiveness as KFC use same branding for its packaging (Logo, colour, size) all over the world so not being localized has literally no impact on company revenue. Side Dishes: KFC always adapts the menu that could satisfy international test. There are hundreds different menu worldwide based on different test of different part of the world. For example Asians like spicy food and the chief executive of fast-food giant Yum Brands David Novak, said In Asia, people like spicier foods. We have a Zinger sandwich, a spicy chicken fillet sandwich that is enormously popular. Author: By Kathy Chu USA TODAY Title: Yum Brands CEO takes on the world — a bite at a time http://usatoday30. usatoday. com/money/industries/food/story/2012-02-26/yum-brands-david-novak-global-reach/53260414/1 Updated 2/27/2012 8:02 AM French fries, coleslaw, barbecue baked beans, corn on the cob, mashed potato, bread rolls and American biscuits are very common as a side dish at KFC. But they have different supply to match different test for instance ,Singapore ,Ecuador sell seafood . Meatball sup is sold in Malaysia, whereas ,Asias mostly used food grain rice served as side. Globalization: Since the demand nature of different market is diverse so the supply should be from diverse source that basically highlighted the globalize nature of integration though locally acquired Localization: The supply structure is local in sense of productions such as uses of Asian spices. Though from demand point of view it is attracting local responsiveness. Secret Recipe : The secret recipe was always under limelight as the one of the top most business secretes of the world. To ensure the secrecy KFC use multiple suppliers to process the spices. To understand the range of secrecy that KFC maintain in regard of protecting it , the bellow report could be an example Colonel Harland Sanders handwritten recipe of 11 herbs and spices was to be removed Tuesday from safekeeping at KFCs corporate offices for the first time in decades. The temporary relocation is allowing KFC to revamp security around a yellowing sheet of paper that contains one of the countrys most famous corporate secrets. The brands top executive admitted his nerves were aflutter despite the tight security he lined up for the operation. I dont want to be the president who loses the recipe, KFC President Roger Eaton said. Imagine how terrifying that would be. So important is the 68-year-old concoction that coats the chains Original Recipe chicken that only two company executives at any time have access to it. The company refuses to release their name or title, and it uses multiple suppliers who produce and blend the ingredients but know only a part of the entire contents. Published: Tuesday, 9 Sep 2008 | 5:17 AM ET By: AP (cited in CNBC) Title: Colonels Secret Recipe Gets Bodyguards http://www. cnbc. com/id/26618866/Colonel039s_Secret_Recipe_Gets_Bodyguards Globalization This blend might be kept secret to attract the global attraction and the product’s indemnified test, in this sense it is globalized as its been the tool for international marketing. It is global in demand’s point of view ,that integrates all other policies of KFC Localization: It is totally a local structure of supply as the production is limited between 2 suppliers to maintain secrecy as well as the one supplier is constantly McCormick Company. Task: 2 Vertical Integration along the Fast-food Supply Chain According to ‘The Economist’ Vertical integration is the merging together of two businesses that are at different stages of production for example, a food manufacturer and a chain of supermarkets. The Economist’ (Mar 30th 2009) Title : Vertical integration Available at: http://www. economist. com/node/13396061 5/4/12 According to Porter, Vertical Integration defines the division of activities between a firm and its suppliers, channels and buyers Mobile Services in the Networked Economy P:35 Jarkko Vesa IRM Press,USA Top of Form So when each member of a supply chain produce different product or service and all those products combined to satisfy customer need then it is vertical Integration. Strategic Alliances In the beginning colonel Sanders’s selling KFC to two Louisville business men and being a good will and public relation ambassador was more a strategic alliance rather than a Merger and Acquisition. The effectiveness of ‘strategic alliances comprise three main factors, these are Whom the alliance is forming with: Partners. Construction of the alliance: Structure of partnership. Managing capability of the alliance: Effective management Again strategic alliance that correlates Vertical Integration could be in a form of Backward or Vertical Integration. Forward Vertical Integration Balance Vertical Integration. If analysis takes place on the first phase of KFC s journey, spatially from 1952 to 1971, then it projects the Forward Vertical Integration. As Harland Sanders has granted franchises to take home retailers, who was engaging in distribution. Again when Harland Sanders sold his business to Jack Massey and Jhon Young Brown, he remained in the strategic alliance as a Good will ambassador and public relation man for the company. As company policy Jack Massey and Jhon Young Brown were keeping up expanding franchises till 1971 that indicates the Forward Vertical Integration tendency of KFC on that particular period, so the main focus was on distributing the product through the franchises and optimizing the revenue. For comprehensive explanation and supporting the above statement that it was a forward vertical integration it is worthwhile to quote the definition of Forward Vertical Integration. â€Å"Forward Integration refers to development into activities which are concerned with a company’s outputs (that is, are further forward in the value system): for a car manufacturer, this might be distribution, repair and servicing. † Exploring Corporate Strategy: Text and Cases Johnson, G. , Scholes, K. and Whittington, R. (2005) 7th Edition, Financial Times Prentice Hall. Page:266 Vertical Integration always natured to establish a firm hold on distribution of its own product that influences its growth and maximizing its profit. So it could be termed as Vertical Integration take place in A company when it controls distribution centres and retailers where its products are sold. According to the case study by Jeffry A Krug KFC expansion during this forward vertical integration was outstanding as franchise was in its infancy at that time and selling own product through retailers was a challenge. The following effectiveness has been marked in the case study as a result : By 1960 Colonel Sanders had granted KFC Franchise to more than 200 take home retail outlets in United States: Start growing as a ready food retailer. He had also established a number of franchises in Canada: Penetration in cross border market step forward in growth. By 1963, revenue toped as $500 million: Increment in Profit range. Sold KFC to Jack Massey and Young Brown Remain as Good will ambassador as well as Public Relations man: Strategic Alliance made and strengthening furthermore the vertical integration. In 1966 KFC listed with New York stock exchange and go public: It shows that the firm’s core competence was outstanding on that particular phase and the SA management capability was in progressive action. That SA team bring KFC 2,450 franchises 600 company owned restaurant by 1971:They accountability, internal coordination and external visibility wise the Strategic Alliance through Forward Vertical Integration was in full positive platform. In brief the above Strategic Alliance was a success in regard of all measuring scale of a forward vertical integration starting from business growth to the well designed management capability and most prominent accountability that give the first driving boost to the fast food chain. Mergers And Acquisitions Several mergers and acquisition occurred for the purpose of growth as an fast food chain in KFC. The first merger and acquisition came in 1971 as Brown negotiated a possible merger with Heublein, Inc . The company was in totally different track so those two different entity formed sort of a third entity. It was vertically conglomerate business as the Heublein fails to justify the standard of KFC. With the acquisition of Heublain Inc by Reynolds Industries, Inc in 1982 initiates another merger for KFC and that was a vertically conglomerate policy too , finally when RJR acquired Nabisco Corporation a sort of strategic alliance came up through backward vertical integration . Because of Nabisco Corporation’s business were to serve consumer product and having a fast food chain on the fleet is a further replenishment in consumer centred food business. When Pepsi acquire KFC they already leave behind those products that doesn’t support their consumer product orientated nature of business and create a strong vertical integration system with its product line that includes soft drink, snack food and restaurant. They created a backward vertical integration as the entire products tent to complement each other and each one acted as a catalyst to the increment of sales rate to other. Vertical Integration exists when a company produces its own input (backward integration) Strategic Management: Competitiveness and Globalization, Concepts By Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson. Online Page:166 The effectiveness mergers and acquisitions through backward vertical integration could be analysed as bellow: Keeping all consumer food product (KFC+PIZZZA HUT+TACO BELL+SOFT DRINKS+SNACK) under one umbrella: variety of option to attract consumer attention, conjoint publicity and labour cost that logically less and maximizing profit. Much stronger hold on franchises: Maintaining standard, cutting labour cost in other word absorbing approach Appointing Pepsi Co Managers rather than KFC’s: Low’ autonomy; ‘High’ synergy Maximizing the sales of soft drinks: Optimize the base products sale. How ‘demographic trends’ and ‘restaurant acquisitions’ have helped KFC to maximise its corporate profitability through low-cost leadership, product differentiation, or market focus Demographic trends: Demographic trends like, rising Incomes ,family splits, increasing Women Employment late Marriage, American rescission in 1970 and fast food as cheap food option, increase the number of people eat outside their home and consequently it boost up the fast-food sells resulting in corporate profitability. Value added food Cutting off low marginal product Accepting vouchers, coupons Discount. Make the portion bigger to offset prise increase Offering two for one special Making Limited time offering. Use of technology These above options help KFC to maximise its corporate profitability through low-cost leadership. The growing health concern issue drive the fast-food industry to think about product variation so that they could attract more consumers and maximize sell. In case study of KFC by Jeffry A. Krug includes NRA statement that Other food items that were growing in popularity were include chicken, hot and spicy food, sometimes wraps and pitas, salads and espresso and specialty coffees. So product differentiation helped to maximize the overall sell and it resulted in corporate profitability. Case study:20 Kentacky Fried Chicken Page:911 By Jeffry A. Krug Cited in: De Wit, B. and Meyer, Strategy Process, Content, and Context International Perspective, 4th Edition, Thomson Learning. Restaurant Acquisitions Reach to large number of consumer One brand influences other to optimize sale of other. With changes of management strategic changes set innovation to product differentiation. For example PepsiCo after its acquisition initiate three pronged distribution of chicken, pizza and under one umbrella As Pepsi co was selling soft drinks and three different style food including KFC the reduce cost in marketing promotions, new restaurant set up and labour as they could sell all under one set up so it reduce cost and helped to gain low cost leadership. These features maximise profitability by increasing sales. Vertical integration through Sales Alliance as well as Merger and Integration helped the fast food industry like KFC to ride on its growth and make a bigger impact on consumer by give them diverse product under one corporate umbrella that causes mostly their corporate profitability. Task:3 Creating a Culture for Organizational Excellence Organizational culture focused on all kinds of privet , public, government organizations, it includes the collective behaviour of people who are part of those organizations and the Organizational Culture reflects the organizations beliefs and habits , , visions, values, systems, symbols, working language. It is also the settings of such collective behaviours and assumptions that are taught to new organizational members as a way of realizing, thinking and feeling. Organizational culture has an impact on the way the members of an organization interact with each other, with clients, and with stakeholders. Culture is also a set of more material elements or artefacts. These are the signs and symbols that the organization is recognized by but they are also the events, behaviours and people that embody culture. The medium of culture is social interaction, the web of communications that constitute a community. Here a shared language is particularly important in expressing and signifying a distinctive organizational culture. Oxford University Press Title: ORGANIZATIONAL CULTURE Available at: http://fds. oup. com/www. oup. co. uk/pdf/bt/fincham/Chapter15. pdf Date accessed:14/4/13 Organizational Purpose is often referred as organizational mission as well The mission tend to guide the actions of the organization, set out its overall target, provide way , and leave impact on decision-making. It provides the settings or frame work within which the companys strategies are formulated. The bellow figure describe the relation between organizational mission and purpose as well as the elements of organizational mission: De Wit, B. and Meyer, Strategy Process, Content, and Context International Perspective, 4th Edition, Thomson Learning. Figure:11. 2, Page:598 From the very beginning KFC‘s purpose or mission was to delivery quality food while doing business. For achieving this purpose colonel Sanders, The other purpose was to diversify the fast-food industry by introducing chicken as a substitute of Hamburger. KFC’s culture is largely connected to its quality controlled food and in its innovation. And KFC’s purpose is to spread the product so that it could gain more revenue . It took strategy like franchising when the idea of franchising was in its infancy to full fill the purpose. The above statement is indicating the KFC culture in which new companies that by different time acquire it or merge with it has to fit. KFC’s culture is interesting for many reason like its selling, marketing trends, its being highly quality conscious, and its changing management trends with each handover to different companies. For example Colonel sanders was highly concern about the quality of his product so he build a culture of being strict with the foods quality. And it is been maintaining till date. If we analyse the scenario after the sale of KFC to Heublein and R. J. Reynolds we got the evidence of Sanders being worried about the quality. Sanders began to complain of the companys declining food quality to the media. He point out several faults. That resulted in clash between him and Heublein and R. J. Reynolds. As a goodwill ambassador he tried to convey the quality ensuring culture of the company . Again Pepsi culture has got a clash with KFC culture, because of the alteration of KFC manager with Pepsi Co managers, and conflict between KFC and Pepsi Co corporate cultures created a moral problem within KFC. So the overall discussion shows that since KFC’s culture in itself was so strong and well developed that the other companies that joint with it has to adopt it’s culture or at least has to made some sort of correlation . The Ability Of KFC To Create A Culture For Achieving Organizational Excellence In Today’s Rapidly Changing Fast-Food Industry. Over the last 2 decades people became more conscious about their food habit and for a large number of variety people has several options. Over more if a company fail to hold its organizational excellence by providing better service, value added product, diversification in product selection then it soon lose its attraction and that results in closure of the company. KFC has established its own culture to survive and expand in today’s rapidly growing fast food market by ensuring things like service quality and adoptability in different demographic atmosphere. For example in current fast food market the most concerning matter is obesity. Scientist, nutritionist pointed their finger to fast food industry for the increasing problem of obesity. But Yum! Brands is taking initiative so that they could practice the best possible way to fight back in favour of their consumers. As ‘The Economist’ published ‘Jonathan Blum, who was appointed Yum! Brands’ chief nutrition officer in March, says he is systematically reviewing the company’s restaurant offerings for what he calls its three pillars: choice, transparency and nutritional content’ The Economist Food companies play an ambivalent part in the fight against flab Dec 15th 2012 |From the print edition Date accessed: 5/4/12 Available at: http://www. economist. com/news/special-report/21568064-food-companies-play-ambivalent-part-fight-against-flab-food-thought Local essence and non local corporate revenue gaining drive of first food industry comprise a critically strategic reciprocity in companies like KFC from the days of Colonel Sanders. The case study says that, more than 50 percent of KFC restaurant located outside of its mother country USA and it is fact that franchises made up most of KFC’s off-shore restaurant base. While globalising with a basic product like ready food localization is equally important when it is expanding on an international platform. And if we focus globalization versus localization of a Supply chain food retailer then certain strategies will come up as a driven force behind the process. Food retailers like KFC has gone through various strategic steps like merger, acquisition that sometimes vertically integrated to achieve its object of being global and being responsive towards local demographic trend. And they have practiced a remarkable culture that uplifts their organizational purpose over their journey. Apart from this its adaptation in different demographic trend, its value driven nature and its service providing standard reinforce KFC to achieve organizational success. KFC takes on account to integrate their activities to manage the pressures of Globalization versus localization. They emphasis a lot of their culture and strive through till date to pursue their purpose. Whenever they penetrate a new market they imply a outstanding strategy to hold the market. Several merger and acquisition link up KFC to big brands and with time it placed itself as a prominent global food brand that thrive in local basis as well.

Two Controversial Economic Policies Are Keynesian Economics Essays

Two controversial economic policies are Keynesian economics and Supply Side economics. They represent opposite sides of the economic policy spectrum and were introduced at opposite ends of the 20th century, yet still are the most famous for their effects on the economy of the United States when they were used. The founder of Keynesian economic theory was John Maynard Keynes. He made many great accomplishments during his time and probably his greatest was what he did for America in its hour of need. During the 1920s, the U.S. experienced a stock market crash of enormous proportions which crippled the economy for years. Keynes knew that to recover as soon as possible, the government had to intervene and put a decrease on taxes along with an increase in spending. By putting more money into the economy and allowing more Americans to keep what they earned, the economy soon recovered and once again became prosperous. Keynes ideas were very radical at the time, and Keynes was called a socialist in disguise. Keynes was not a socialist, he just wanted to make sure that the people had enough money to invest and help the economy along. As far as stressing extremes, Keynesian economics pushed for a happy medium where output and prices are constant, and there is no surplus in supply, but also no deficit. Supply Side economics emphasized the supply of goods and services. Supply Side economics supports higher taxes and less government spending to help economy. Unfortunately, the Supply Side theory was applied in excess during a period in which it was not completely necessary. The Supply Side theory, also known as Reganomics, was initiated during the Regan administration. During the 1970s, the state and local governments increased sales and excise taxes. These taxes were passed from business to business and finally to the customer, resulting in higher prices. Along with raised taxes for the middle and lower classes, this effect was compounded because there was little incentive to work if even more was going to be taxed. People were also reluctant to put money into savings accounts or stocks because the interest dividends were highly taxed. There was also too much protection of business by the government which was inefficient and this also ran up costs, and one thing the Supply Side theory was quite good at was reinforcing inflation. The two opposites of the Supply Side and Keynes theories are well matched theories, but it was the time of use that made them good and bad. Keynes theory was used during that aftermath of the Great Depression, a catastrophe America will never forget and will never be able to repay Keynes for the economic assistance in recovering from it. The Supply Side theory was used after a long period of prosperity, and although seeming to continue the practices of the past administration, was the cause of a fearful recession. The success of those or any economic theory is based on the time at which it is implemented.

Is your social media hurting your job hunt

Is your social media hurting your job hunt If you were asked to describe your college experience at a job interview, you wouldn’t tell the hiring manager you lived for the weekends and were pretty much known as a party animal on campus, would you? Of course not- just like you know better than to put your contact email on your resume under the alias Baccardimami18. But if you’ve been posting pics from that wild night you had last weekend on your public-facing social media, you might be giving potential employers the wrong impression anyway. Everything is on the recordMillennials who grew up with social media have been creating a long record of life events. But as this generation enters the workforce, they are facing a new issue their predecessors never had to deal with. People may have access to every juvenile thought you ever put out into the world, from the age of 13 on. If you have ever made an unsavory comment online or posted a risquà © pic of yourself, your future employers can someday find it and see it a s a red flag.Most of the time we think of social media as an extension of our social lives. From the amazing view of a hike you took, to telling the world you got engaged, you share an aspect of yourself with your friends and maybe reach beyond to friends of friends. But before you post that next evening out, keep in mind that social media is increasingly being used by employers in job searches and even to keep tabs on current employees. Organizations not only use social media for targeted advertising, but also as a way to weed out job candidates from their pool of applicants. If you’re taking too many drunken party pics, you may be starting off on the wrong foot with potential employers.Be your own watchdog (and cheerleader)So what can you do now?First, Google yourself. Often. It’s a good idea to be aware of your internet presence and what information is available to the public. What is the sense that someone gets just by reading your tweets or following your Instagra m feed? Are you sharing your passion? Writing angry rants? Is the internet displaying your best or your worst?Your online presence is a reflection of you- even if it only shows a small part of who you are as a whole. Sometimes it can help to show your qualifications, your media savviness, and even your interest in a certain company where you’re seeking employment. These are positive things employers could find while doing background checks. But if you have an online presence full of red flags, you can’t really scrub the internet.Instead, start building up those positives. Next time you post, remember you may be speaking to a wider audience than just close friends. And while you can’t scrub the internet of every bad thing you ever did, you can start to improve your posting habits and create a stellar view of yourself to the world. If the wrong material shows on page one of Google, develop a professional personal website to try to push those bad results down the p age.Next step: make sure your communications and information you provide a prospective employer match. The ease of the internet makes fact-checking much easier and padding your resume too much becomes riskier. Win any awards lately? It’s probably verifiable online.Don’t live your whole life onlineLastly, are you posting too much? Too little? If you’re obsessed with social media and post too often, this can also be a red flag. Try to unplug once in a while. But the opposite can also be a problem. What if you’re not on social media at all, or hate those LinkedIn invites so much you never built a profile? Maybe a hiring manager won’t see any embarrassing college moments, but not having any information about you may be hurting you too. If employers are using sites to screen candidates, you may just be weeded out automatically if there’s nothing about you on the web.The solution is to control what other people see of you: craft a professional, hi gh-Google-rank web presence that puts your best foot forward. The impression you make to employers doesn’t just happen at the interview. Whether or not you’re on the job market, think before you link, comment, tweet, or post.

BUS503 - Org. Change and Transformation Mod 4 Case Assignment Essay

BUS503 - Org. Change and Transformation Mod 4 Case Assignment - Essay Example partments after finishing their investigation, some of which were very similar to those made by the Rogers commission after the Challenger accident and investigation. CAIB concluded that the causes of the first shuttle accident were the same as the causes of the second accident (Vaughan, 2006). Their policy recommendations really fell into three areas which targeted organizational system failure. They felt the following needed to be addressed: isolate early warning signs and assure that everyone is aware of them, empower engineers to speak and be heard, and alter the present hierarchical and bureaucratic proceduralism that is embedded in the cultural patterns of the organization. They also felt that at the organizational level, they needed to deal with the broken safety culture by completely revamping it. They included in their recommendations: creating a an independent safety unit to provide safety oversight and giving decision power to over technical issues to the technical division instead of the Program Management (Vaughan, 2006). Further they felt that at the institutional level there was a need for the White House and Congress to be accountable for their role in causing these accidents and also be accountable for assuring that the future of the program is safe. They felt that the whole of the accidents were initially set in motion by the schedule constraints and the pushing for high risk technology coming from the White House and Congress. This created an atmosphere of safety second. In looking closely at these recommendations, it is recognized that there may be several classes of approach to change that is needed. This includes the Human processual approach. In this approach, it is recognized that small scale incremental changes over time lead to a major re-configuration of an organization (Banker & Alban, 1997). This may include the handling of data, team building, survey feedback and other issues. This would include the training that needs to be done

Dualism Essay Example | Topics and Well Written Essays - 3000 words

Dualism - Essay Example It must be noted that dualist principles attribute almost equal powers to the opposing forces, whose balance is critical for the existence of the world. Even man, when considered as a microcosm can be considered under the principles of Dualism. Often philosophers have propounded theories that have maintained that man is a unique self, who is governed by a higher self. Descartes also proposed the concept of dualism in his philosophy. He has explained his concept of dualism in detail so that it makes sense to his readers who may be inclined to approach philosophy with a critical and analytical mind. Descartes acknowledges the existence of a spiritual reality, which he calls God, that exists beyond the plane of the human mind and intelligence. He also stresses that the mind, body, and intelligence and entities that are distinct from the supreme reality, which is the cause of the universe. Hence, he says that God and the human mind are different entities and that the entity called God is the causative reason for the mind, which is again controlled by the entity called God. Descartes developed his idea of dualism in similar lines to how Aristotle developed his views on philosophy. Descartes questioned his very senses and existence and tried to derive solutions from the doubts that arose in his mind. This sequence of questioning and answering helped him to derive his philosophy, which was developed on the basis of sequential negation and analysis. Descartes proceeds in this manner to derive the logic that his mind and body are two different substances. He finds that it is possible for him to doubt the existence of his body, without doubting his own existence. Hence, he must be a mind distinct from a body. Expanding on the existence of the body and the substances that make it up, he argues that each substance is similar to his body. They extend into space, are divisible, and obey

Examine the key principles related to risk management and discuss its Essay

Examine the key principles related to risk management and discuss its theory associated with the role of the Advanced Scrub Practitioner - Essay Example 3). Principally, risks can be managed and averted with proper communication between members of the surgical team, as well as other clinical teams. The ASP is required to be able to notice unusual occurrences in surgical patients. Surgeons must have clinical privileges to perform surgeries so as to avert risks. ASPs must be on the lookout for risk factors such as surgeries on the wrong patient, medication errors, and performance of the wrong procedure among other risks. ASPs are also expected to have an inspection checklist to be used before surgical procedures and before anesthetizations because of the risky nature of these procedures (Youngberg 2011, p. 343). Principles of risk management associated with the role of ASPs include pursuing every surgery with accurate precision, following all surgical guidelines to the letter, and careful documentation of a patient’s history, physical examination results, and follow up plans. The ASP should assist the surgeon in ensuring that the rest of the surgical team complies to these principles in order to avert risks. ASPs also need to stick to protocols and not take anything for granted so that the chances of risks can be lowered (Osuch & Bonham 1994, p. 272). Rezaei, F, Yarmohammadian, MH, Ferdosi, M & Haghshenas, A 2015, ‘Principles of risk management in surgery departments’, Archives of Clinical and Experimental Surgery, vol. 4, no. 3, viewed 1 November

Impacts Of Singapores Integrated Resorts

Impacts Of Singapores Integrated Resorts Singapore is a small island city with a total population of about 4.98 million. The local population consists of approximately 74.2% ethnic Chinese, 13.4% Malays and 9.2% Indians. The remainder 3.2% is made up of Eurasians and other foreign workers. It is a relatively young population with only 217,000 or 7% of the population currently over the age of 65 (Singapore Facts and Figures, 2009) Integrated Resorts is to strengthen the leisure and entertainment options to enhance Singapores reputation as a must-visit destination for leisure and business visitors. The Integrated Resorts will be part of a larger spectrum of tourism products and are developing to enhance our destination appeal, and will enhance the tourism industry and economy. (Ministry of Trade and Industry, 2010) The Gross Domestic Product (GDP) in Singapore expanded at an annual rate of 24.00 percent in the last reported quarter. From 2007 until 2010, Singapores average quarterly GDP Growth was 7.62 percent reaching an historical high of 45.70 percent in March of 2010 and a record low of -12.50 percent in June of 2008. Singapore along with Hong Kong, South Korea and Taiwan is one of the Four Asian Tigers. Singapore has a highly developed and successful free-market economy. It enjoys a per capita GDP higher than that of most developed countries. (Trading Economics, 2010). The Integrated Resorts are contributing to GDP of the country and it is boosting the economy. (DBS treasures 2010) Integrated Resorts is in reality nothing new in the world of gaming and Integrated resorts. Singaporeans were requesting international world class developments combining elements already found in other major casino developments such as the Crown Entertainment Complex in Melbourne, Australia; The Venetian and Palazzo in Las Vegas; The Atlantis on Paradise Island in the Bahamas; Genting Highlands outside of Kuala Lumpur in Malaysia. On the other hand Singapore has seen the results of the Integrated Resorts, so they wanted to achieve those benefits as well (Andrew. M William. R, 2008) Integrated Resorts Integrated Resorts (IRs) are resorts with mixed development like hotels, restaurants, convention centre, theme park, shopping centre, casino, (Lee, 2005). As it has a gaming component casino, integrated resorts development has stirred a great controversy among the Singaporeans. On 18 April 2005, The Prime Minister of Singapore, Mr Lee Hsien Loong announced the cabinets decision to develop two integrated resorts in Marina Bay Sands and Resorts World at Sentosa. The Singapore Government stated that the aim of the Integrated Resorts is to boost the countrys tourism industry and economy. There has been very keen competition from the neighboring countries like Malaysia, Thailand and Hong Kong. According to the Government, the Integrated Resorts are expected to create some 35,000 jobs directly and indirectly (Business Times, 08 Nov 2005). There could be a negative social impact of gambling. The Government, however, promised to have a proper and strict safeguard to limit the social impact of gambling, among others exorbitant entrance fee and the casinos would not extend credit to local population (Parliamentary Debate on IR Decision, 2005) An Integrated Resort is really a very large scale entertainment development based around a casino. The casino component is physically small, but is the primary economic engine which drives overall returns and facilitates investment in other facilities and amenities. Thus the casino element must be of such magnitude and importance that it can generate over half of the developments annual cash. With capital costs associated with Integrated Resorts at, say, US$4 billion, such a facility would need to generate at least US$500 million in EBITDA (Earnings before Interest, Taxation, Depreciation and Amortisation) to be viable (Andrew. M William. R, 2008) 1.2. Definition of Socio Economic In most cases, socio economists focus on the social impact of some sort of economic change, which is basically a study of the relationship between the economic activity and social life (Davis et al, 2008) 1.3 Objectives of the Research The objectives of this research are to understand the Socio-Economic impacts of the Singapore Integrated Resorts. This research deals with the socio-economic factors that have potential impact from the Singapore Integrated Resorts and how Singapore is being affected by Integrated Resorts what kind of positive or negative things this can bring to the person such as it would create better and more job opportunities for the people and would it revitalize the Singapore tourism industry. On the other hand how does the Integrated Resorts play a vital role in boosting the economy of Singapore, will the Singapore integrated resorts will be able to attract the potential customers and the tourism industry will grow better and Integrated Resorts would revitalize the tourism industry as there been a drop in the tourism sector. Economy of the Singapore would be affected by the Integrated Resorts how it would play a vital role in booming the economy. 1.4 Motivation This research deals with the socio-economic factors that have potential impact on the Singapore. The main aim is to focus and to investigate, analyze the socio-economic impact. The motivation for this research is to find out the process and ways the Integrated Resorts of Singapore boost the economy, revitalize the tourism, and change the shape of tourist coming to Singapore and how they create job opportunities for the people of Singapore. Would the Integrated Resorts be able to improve the well-being of the local population by generating jobs and increasing income? Would they will be able to play the role towards Singapore Economy and how they would benefit the local people of the country. The motivation to do this research is to see that would be able to revitalize the Singapore tourism as it is declining in past few years and what does the IR have to contribute to make a difference and how would the economy of Singapore would be boosted by the IR and what Job opportunities would the IR create for the local people of Singapore. The researcher wants to study how the Singapore Integrated resorts would perform as it has all the same components which the other neighboring Integrated resorts have like Mauritius, Crown Melbourne, and Macau China. 1.5 Research Focus The Focus of this research is to understand the Socio-Economic impact of the Singapore Integrated Resorts. The main aim to understand how, the impacts of the Singapore Integrated Resorts can play a vital role on both socio and economic these impacts could be positive or negative as well Revitalize Singapore Tourism (Andrew. M and William R, 2008) Boost Singapore Economy (R. Nunkoo and H. Ramkissoon, 2010) Job creation (Andriofis. K, 2008) 1.6 Research Questions In this report we have to invest the socio economic impacts of Singapore Integrated Resorts and the effects of these socio and economic impacts could be negative and positive. Revitalize Singapore Tourism. Boost Singapore Economy. Job creation Chapter 2 Literature Review The purpose of literature review is to make sure that we analyze the Socio Economic Impacts of Singapore Integrated Resorts and the purpose of the literature review is to select promising measure, methods (Mamchak and Mamchak, 1994) The Integrated Resort (IRs) is undoubtedly a necessary step to Singapores future economic viability. As Singapore has no natural advantages, it must capitalize its ability to stay at the front of the global economy, with focus to attract foreign investors, tourists and talent. Surveys have suggested that Singapore is seen as unexciting compared to other travel destinations, and has been labeled as conservative, moderate and stale (Straits Times, 2005) The Integrated Resorts and casino in Asia has grown significantly across the Asia Pacific region since 1999. The growth of the Integrated Resorts and casino market in Asia over the past 10 years and its continued expansion will have an impact on established casino markets in the region, including Australia, Mauritius and Macau have led the way with the development of integrated casino resorts. These developments have come during a period when both Asian economies and the Asian tourism market have grown significantly since 1999, with further growth in both expected into the future. Integrated resorts can be viewed as an attempt to provide a carefully planned, controlled and well defined tourism product (Wall, 1997, p. 715) Macau became the largest casino and Integrated Resorts market in the world, growing from US$2bn 1999 to US$14bn by endà ¢Ã¢â€š ¬Ã‚ 2008. The sole casino operator in Malaysia, Resorts World, grew revenues from Au $1bn to in excess of Au $2bn by 2007. These integrated resorts have similarities with the resort pioneered by Genting in Malaysia, with meetings, incentives conventions and exhibitions (MICE) facilities, restaurants and entertainment venues, sitting alongside gambling facilities. However, the sheer size and number of these resorts have eclipsed those in most other parts of the world. (Harry. A Laurie. K, 2009) Singapore having problems to attract tourist and there was big decline in the tourism industry in the year 2008-09 so Singapore decided to have the two Integrated Resorts in order to race with the other Resorts in the Asia as they were behind in the chase as the other nations were attracting plenty of tourist and the economy of the country is booming like Mauritius, Macau, and Crown Melbourne. Based on the research objectives, the researcher will provide relevant concepts in the review of current literature in this chapter. Growth in Asia since 1999 and the countries enjoying the benefits of the Integrated Resorts by economic boost to the country, better job opportunities to the people, and improve the tourism of the country. Singapore catches up with the mastermind race. Revitalize Singapore Tourism (Andrew. M and William R, 2008) The visitor arrivals to Singapore started to decline from June 2008 coinciding with the economic downturn. September/October saw a slight pickup in arrivals due to the 2008 FORMULA 1 SingTel Singapore Grand Prix. As a result, Singapore ended the year with a marginal decline of 1.6% in arrivals to reach a total of 10.1 million visitor arrivals. Visitor arrivals to Singapore fell by 4.5% year-on-year in July 2009 to reach 881,000 visitors. Visitors days were estimated at 4.6% million days, year-on-year decrease of 11.6% in comparison of July 2008 (923,000) The decline in tourism is certainly a concern for Singapore and the solution is to revitalize Singapores tourism and create a unique Singapore niche. There is little point in selling Singapore as a country rich in heritage and culture; rather, the Integrated Resorts will market the modern entertainment, vibrant city life, and a constantly changing environment Singapore can best call her own (Singapore Tourism Board, 2009). Figure 1 Decline in tourism in 2008C:UsersDickeyDesktopSingapore factsdrop in numbers.png Source: Singapore Tourism Board, 2010 Arrivals to Singapore dropped by some 4% in 2009, to 9.7mn. An extremely strong performance in the second half of the year was not quite enough to offset the poor start to the year experienced by the tourism industry. Tourism revenue totaled an estimated SGD12.4bn for the year, according to figures released by the Singapore Tourism Board (STB) in February 2010. This represented a decline of 19%, as tourists spent less while in country. Although 2009 was difficult for the Singaporean tourism industry, there are reasons to be positive about the outlook for 2010 as the global economy recovers. In particular, the opening of the two integrated resorts, Marina Bay Sands and Resorts World Sentosa, help the island attract new tourists (STB, 2010) Integrated Resort developments at the present time might cost US$4 billion or more, and include facilities and amenities that create virtual cities of entertainment. These new style resorts also change the landscape around them by spurring complementary developments and even enhancing the interest amongst some to have residences in close by to them. Thus they can become substantial hubs of economic activity, catalysts and improve tourism (Andrew. M and William R, 2008) Perhaps the most significant economic impact from the development of an Integrated Resort is tourist impact. An Integrated Resorts located in a capital city such as Singapore or Melbourne, IR can generate significant visitor numbers sometimes exceeding ten million per annum (implying an average of upwards of 30,000 visitors per day.) Depending on location and the actual type and range of facilities offered, this may well result in millions of additional tourists visiting the region, resulting in incremental spend in the local communities as these visitors take tours, eat in local restaurants and stay at local accommodations (outside the IR) and spend time and money outside the Integrated Resort. At Genting Highlands in Malaysia, for example, it is estimated that approximately three million people visit the country annually specifically to visit the Resort. This represents around fifteen percent of total international visitors to Malaysia (Andrew. M William. R, 2008) International visitor arrivals to Singapore registered 16.2% growth to reach 1,055,000 in January 2011. This is the highest ever recorded IVA for the month of January. Visitor days were estimated at 4.1 million days, a year-on-year growth of 13.3% and arrivals to Singapore have been on an upwards trend throughout 2010 so far. In April, the city-state welcomed 978,339 visitors, a record for the month and a 20% increase on April 2009. Cumulative arrivals for the first four months of 2010 came to 3.63mn. This strong performance reflects the improving global economic environment, as well as the positive impact of Singapores new integrated resorts. Business Monitor International ltd says both resorts will do much too significantly revitalize Singapores tourism industry from 2010, as they offer a wide range of entertainment aimed at complementary markets. Figure 2 Visitors arrival 2009/10/11 C:UsersDickeyDesktopSnag itVisitordec 07,dec08.png Source: STB 2010 The socio economic impact of Singapore Integrated Resorts have really revitalized the tourism sector of Singapore as shown in the figure above and the tourism industry has grown rapidly as there are a lot of visitors coming to Singapore to check out the new Integrated Resorts, leisure and recreation purpose. Based on the experience of Las Vegas, when dealing with a true Integrated Resort, it is possible that only about half of the total revenue generated will come from casino operations. The remainder will be driven largely by people staying in the hotels, attending conferences, conventions, events, or theme park activities. The general attractiveness of the venue and its supporting infrastructure, much of the non-gaming spend at the IR will be derived from people visiting from outside of the local area and local people, this will support the direct new investment to the Integrated Resorts and Singapore Integrated Resorts have those same components as the other IR have and the Singapore tourism industry is growing rapidly as the Integrated Resorts are attracting lots of visitors from different countries (Andrew. M and William R, 2008) Singapores tourism offering is being radically altered by the opening of the two new integrated resorts, the SGD 6.6bn Resorts World Sentosa operated by Genting International and the SGD7.6bn Marina Bay Sands operated by Las Vegas Sands Corporation. Resorts World is aimed more at a family audience, with attractions including theme parks and an oceanarium, while Marina Bay Sands is aimed more at the business travel and MICE market, with conference facilities and shopping area, both has casino. (STB, 2010) The Integrated Resorts brings in entertainment and conventions, hospitality and retail outlets, which will help to increase the demand for hotel services, greater patronage at restaurants and heightened convention and exhibition activities. Singapore had rapid hotel growth and development over the past two years with the openings of The St. Regis Singapore (April 2008), Capella Singapore (March 2009), Integrated Resorts and the Fullerton Bay Hotel Singapore. The hotels are doing very good business as their occupancy rate has really grown up and they are performing well. The new hotel openings come at a time when visitor arrivals numbers to Singapore are seeing an increase. The destination saw visitor arrival numbers increase by 30.3 percent to 946,000 visitors total in May 2010, compared to the same period last year, which saw 726,000 visitor arrivals. May marked the sixth consecutive month during which Singapore saw record tourism arrival numbers. The country expects to reach its go al of at least 11.5 million total visitor arrivals by the end of 2010 (Travel Age West, 2010) Average Occupancy Rate (AOR) posted a 5.2 percentage point increase over September 2009 to reach 82% in September 2010. (STB, 2010) At the end of 2008, Singapore had 39,289 hotel rooms. In 2009, average occupancy rate (AOR) was 79%, a drop from 81% in 2008. The average room rate (ARR) for the year was estimated by the STB to be SGD191, a 22.3% decline. This reflected the more challenging operating environment for hotel companies during 2009. In April 2010, AOR stood at 85% for the month, an increase of 15 percentages. In 2010, the integrated resorts at Resorts World Sentosa and Marina Bay Sands added 4,400 rooms to Singapores supply. Four of these hotels are already open. In 2009, several major new hotels opened, including the 300-room St Regis Singapore, the 121-roomAmara Sanctuary Resort Sentosa and The Boutique Hotel Tiong Bahru. In mid-2010, Australias StayWell Hospitality Group is to open the 200-room Park Regis Singapore (STB, 2010). In April 2010, AOR stood at 85% for the month, an increase of 15 percentage points. ARR was estimated by The STB to be SGD211, up by 12.2%. Figure 4 Hotels average occupancy 2009/10/11C:UsersDickeyDesktopSingapore factshotel occupancy in 2010.png C:UsersDickeyDesktopSingapore factshotel arr.png STB 2010 Figure 5 Average Room Rate 2009/2010/2011 Average Room Rate (ARR3) increased by 13.1% over September 2009 to reach an estimate of S$233 in September 2010. Average Occupancy Rate (AOR2) posted a 1.0 percentage point increase over January 2010 to reach 82% in January 2011 2.2 Boost Singapore Economy (R. Nunkoo and H. Ramkissoon, 2010) When Singapore decided to establish two Integrated Resorts in the City-State, did so on the basis of the potential visitor impacts and boost Singapores economy as well as its image. Singapores goal was to triple its tourist numbers over a period of twelve years and to more than triple the resulting economic impact by attracting higher spending and thus higher value visitors to that country. When they open in 2010 or 2011, the two IRs will be critical in achieving that objective and will likely contribute more than fifty percent to Singapores long term goal by 2015 Singapore is on the right track by opening the two Integrated Resorts which will boost the Singapore economy. The Ministry of Trade and Industry (MTI) had earlier forecast the Singapore economy to grow between 7.0 and 9.0 per cent this year. Singapore today doubled its economic growth forecast for 2010, expecting it to expand between 13.0 to 15.0 per cent following a better economic performance in the first quarter. (Bernama Malaysian National News Agency, 2010) As we have seen in the recent years that Macau has experienced an unprecedented level of economic success of its gambling monopoly. It has created an environment where casinoà ¢Ã¢â€š ¬Ã‚ driven tourist investment projects attract industry leaders, while tourist, hotel guest numbers and revenues have grown with the opening of new integrated resorts. Macaus location is next to a rising and booming Chinese economy. As well as in recent years Mauritius has experienced a rapid increase in integrated resort developments, which have been intended to secure income from new tourism segments and to boost the economy. (Robin.N Haywantee. R, 2010) Singapore is also having such an Integrated development so the Integrated Resorts of Singapore are going to boost the economy as well. This success of Macau and Mauritius has not gone unnoticed, Singapore has followed the footsteps as well and having the Integrated Resorts which will for sure help to boost the economy of Singapore Perhaps the most notable move that illustrates this shift is Singapore. Traditionally conservative, in April 2005 it made the decision to attempt to emulate the success of Macau which has helped them to boost the Singapore economy by the help of the Integrated Resorts. However, in lateà ¢Ã¢â€š ¬Ã‚ 2004, the Singapore government changed its policy stance in a move inspired by the incredible growth of Macau, the continued success of Genting Highlands and the phenomenal rise of tourism in Asia (Harry. A Laurie. K, 2009) There has been a great change from the over the past century. Governments and developers around the world have caught on the race to mastermind, create and develop Integrated Resorts and Entertainment which creates positive value propositions and potential growth to the countrys image and economic strength of Singapore. Between 1993 and 2002, tourisms contribution to GDP dropped from 6.1% to 3%, and our share of the Asia Pacific tourist flow fell from 8% in 1998 to 6% in 2002. Figure 6: Assessing the Economic Impacts Integrated Resort: Assessing the Economic Impacts Total Revenue of about $ 270 million, of which $212 million are derived from gaming activates Contribution to GDP of about $500 million, which is 0.4 of Singapores 2003 GDP Source: Forecast by Assoc Prof Winston Koh, Singapore Management University 2010 The positive annual impact from Integrated Resort developments can indeed be substantial. Estimating the economic potential of these IRs will depend on the unique situations established within each locale and legal situation. However, it is often the case that such developments can become the most significant that any locale will have seen from a single activity. Marina Bay Sands opened its first phase of development in April 2010, offering 963 out of its total of 2,560 hotel rooms, as well as opening part of its shopping mall, restaurants and convention centre. The grand opening for the resort took place in June. BMI believes both resorts will do much too significantly boost Singapores tourism industry from 2010, as they offer a wide range of entertainment aimed at complementary markets. Government projections have estimated that each resort could contribute SGD2.7bn to Singaporean GDP by 2015. Singapores two integrated resorts are a major boost to the countrys economy, said Prime Minister Lee Hsien Loong. The Prime Minister said he is glad that visitors are generally happy with the IRs as such attractions make the economy more vibrant and the city more colorful. He added that the IRs have created buzz and both were packed with visitors on their opening days, creating many jobs in the hospitality and tourism sector. According to media reports, nearly 200 bus loads of Malaysian tourists a day are visiting the IRs. (Channel News Asia, 2010) Singapores growth accelerated to a record 18.1 percent pace in the first half of 2010, spurring the currency and putting the island on course to overtake China as Asias fastest-growing economy this year. Gross domestic product expanded at a 26 percent annualized pace in the second quarter from the previous three months, after a revised 45.9 percent gain in January to March, the trade ministry said today. Growth in the first half was the fastest since records began in 1975, prompting the government to predict GDP will rise 13 percent to 15 percent in 2010. (Bloomberg, 2010) Figure 7 Singapore GDP Growth rates 2007/2010C:UsersDickeyDesktopSingapore facts11-10-2010 1-48-36 PM.png Source: Trading Economics (2010) This will put Singapore on track to possibly becoming the worlds fastest growing economy, surpassing even China. On an annualized and seasonally adjusted basis, Singapore economy expanded 26.0 per cent in the April-June period (Channel news Asia, 2010). The two Integrated Resorts are now reflected in the GDP data contribution as integrated resorts have contributed SGD 470 million to the economy in the first year. Figure 7 and 8 Contribution of Integrated Resorts theC:UsersDickeyDesktopSingapore facts12-19-2010 4-53-26 PM.png C:UsersDickeyDesktopSingapore facts12-19-2010 4-54-59 PM.png Source: DBS treasures 2010 Contributions derived from the GDP statistics reflect only the direct impact of the IRs. The overall economic gains to the economy are likely to be significantly larger if the spinoffs to other industries are taken into account. (Dow Jones International News, 2010). Singapore economy will need to create as many as 130,000 jobs next year if the latest economic growth forecast is to be met, economists said. Most of these jobs are set to come from the service sector, although there is likely to be broad-based job creation across most industries, said human resource experts and companies. The two integrated resorts are leading the hiring charge. They look set to continue hiring rank-and-file service staff for restaurants, hotels and tourist attractions in the next two to three years. (Aaron, 2010) Job creation (Andriotis and Konstantinos, 2008) Integrated Resorts being constructed with a development involving capital in the billions of US dollars there are going to be a number of wide ranging economic benefits and multiplier effects accruing to the region of Singapore. The first round comes from the construction contracts and the related employment opportunities for the local people (Andrew. M William. R, 2008) Integrated Resort is generating the greatest flow of economic benefits. Integrated Resorts tend to be labour intensive, requiring large numbers of staff to service the various facilities and activities on offer to customers and guests in the Integrated Resorts such as in hotels, restaurants, shopping center and gaming components Casinos. This number can exceed ten thousand direct full time equivalent employees, depending on prevailing wage rates and other factors. The casino in particular can be a major contributor to employment with anywhere from five to seven employees per table game. In Asia particularly where table games are the most popular form of casino entertainment an IR casino might have five hundred or more table games with thirty five hundred or more staff just in that department (Andrew. M William. R, 2008) The diversity of job opportunities within an Integrated Resort can be very tremendous. However, an IR should be viewed as a small township with a multitude of roles required to maintain its operation. It is not unusual for there to be one to two hundred different positions within the entire complex. Direct employment of this magnitude induces a multiplier effect in the local community with additional jobs created to service the employees of the IR. Depending on the extent of economic development in the region, the increase in jobs and incomes deriving from employment at the Integrated Resort can be very large indeed. An employment multiplier of 1.5, for example, would result in an additional five hundred jobs for every thousand full time jobs created within an Integrated Resort. This sort of impact on a local community job creation can be of great significance and should not be underestimated. (Andrew. M William. R, 2008) The Integrated Resorts industry the IRs has been projected to create at least 35,000 jobs and greatly increase household revenue. Many governments have encouraged integrated resort development in an attempt to improve the well-being of the local population by generating jobs and increasing income, and because of the easier control of tourism activities within their boundaries. However, as found jobs offered by the Integrated Resorts are more desirable than local jobs due to higher pay. (Andriotis and Konstantinos, 2008) Singapore job market soared towards the end of last year, causing a plunge in unemployment and a sharp rise in the employment of local workers. The jobless rate among residents, who include citizens and permanent residents, fell from 5 per cent last September to 3 per cent in December, which meant about 61,400 people being out of work. This drop is the steepest three-month decline in a decade, according to preliminary figures released by the Ministry of Manpower (MOM) yesterday. Accelerated hiring for the year-end festivities and by the two integrated resorts (IRs) made for the improvement. (Straits Times, 2010) The Integrated Resorts have helped to reduce unemployment, but full potential of IR effect not seen yet Singapore decision to allow integrated resorts (IRs) with casinos to be built here has changed this country for ever and it is already reaping the benefits. The IRs began hiring well before the opening of the properties; they clearly had a strong role to play in pushing down unemployment to 2.1 per cent, says Leong Wai Ho, an economist with Barclays Capital. The economic landscape in the Singapore is changing very rapidly making it imperative for Singapore to adapt to an increasingly competitive environment not just to expand its tourism share, but to keep on target of being the ultimate Global City of Asia. Given the huge investment in the Integrated Resorts projects, integrated resorts will deliver significant economic benefits for local companies and businesses in order for the gains to be equitably shared by Singapore society. The key here is how to profit from the expected influx of tourists, and make the most of the opportunities brought about by job creation and benefit to the local people of Singapore (Business Times, 2010) Singapore has seen the neighbor and not gone unnoticed as The Crown Entertainment Complex in Melbourne, Australia is an example of an Integrated Resort casino opened in 1997 that was one of the largest single site job creators in the Southern Hemisphere. (The case for Integrated Resorts, 2010) Singapore, when it decided to establish two Integrated Resorts in the City-State, did on the basis of the potential visitor impacts and the positive effects they would have on Singapores economy as well as its image. Singapores goal was to triple its tourist numbers over a period of twelve years and to more than triple the resulting economic impact by attracting higher spending and thus higher value visitors to that country. Integrated Resorts will be critical in achieving that objective and will likely contribute more than fifty percent to Singapores long term goal by 2015. (The case for Integrated Resorts, 2010) As illustrated in Labour Force Survey the unemployment rate shows a downward trend due to the improving economic conditions over the past few years, from 2003 to 2008. For the year 2007, the strong economic recovery has helped to ease the unemployment rate to less than 2%. Total employment increased by 9.6% in the fourth quarter, December 2007, growing for the fourth consecutive quarter and at an increasing pace due to

Female Genital Mutilation is Sexual Abuse Essay -- FGM, Female Genital

Female circumcision, also known as Female Genital Mutilation (FGM), is a very dangerous surgery. It is done to girls of any age, from a few days old to right before their wedding. The most common age is three. In most countries where FGM is practiced the clitoris is considered dangerous to the man. At one point they thought that if a penis touched a clitoris, it would shrivel up and fall off. Girls in Africa and parts of Asia are genitally mutilated for family honor, cleanliness, protection against spells, insurance of virginity and faithfulness to the husband, or to terrorize women out of sex. In the late 70’s and early 80’s parts of Europe and the United States used circumcision as a way to â€Å"cure† over-sexed or neurotic women. No matter what the excuse for it, Female Genital Mutilation is a form of sexual abuse. There are three types of Female Genital Mutilation. The first type, Sunna, meaning tradition, is the only form that can correctly be called circumcision. Sunna is the removal of the tip of the clitoris. The second, clitoridectomy, is the most commo...

Travel Agent Service – Business Plan

business. gov. au Business Plan Guide Prepared: December 2009 Table of Contents Preparing yourself4 Analyse your business idea4 Analyse yourself4 Business planning5 Regular review5 Distributing & protecting your plan5 Advice and support6 Attending business events6 Taking on a mentor or business coach6 Using the Template7 Template overview8 Title page8 Business Plan Summary9 The Business12 The Market21 The Future24 The Finances25 Supporting documentation31 Glossary32 [pic] This Business Plan Guide and the accompanying Business Plan Template have been developed by business. ov. au, the Australian Government's principal business resource, located within the Department of Innovation, Industry, Science and Research. Copies of the latest version of this guide and the template can be downloaded from www. business. gov. au/businessplan. If you need further information, assistance or referral about a small business issue, please contact the Small Business Support Line on 1800 77 7275. Prepari ng yourself Before you start writing your business plan, you should honestly evaluate yourself and decide if your business idea has a good chance of success. Analysis can help you anticipate any challenges you may face and help you overcome them. Analyse your business idea Is your idea feasible? Before you get started, find out if there is a demand for your products or services. It's also useful to find out who your competitors are and whether the market can sustain your business. Researching all aspects of your business idea will involve  gathering, analysing and evaluating information to help you write your business goals. Some questions to consider are: †¢ What product/service will you provide? †¢ Is your idea viable? †¢ How will you protect your ideas? Is there a market for your product/service? †¢ What skills do you need? †¢ Who are your competitors? †¢ What difference will you bring to the market? †¢ Do you have the financial capacity to start a business? Analyse yourself Are you ready to venture into business? Operating a small business is not just about working for yourself, it's also about hav ing the necessary management skills, industry expertise, technical skills, finance and of course a long-term vision to grow and succeed. At the outset it’s important to consider whether you really understand what's involved and whether you're suited to business and self employment. Examine these questions: †¢ Why are you starting a business? †¢ What are your business and personal goals? †¢ What are your skills? †¢ What income do you need to generate? †¢ What are the advantages and disadvantages of starting your own business? Business planning Once you've conducted research into the feasibility of your new business you're ready to write your business plan. A business plan provides direction, keeps you on track and is usually a requirement when you seek finance. Depending on your business type, your plan could include the following sections: Business Summary: A one-page overview written after your business plan is finalised. ? About your business: This is typically called the management plan or operations plan. It covers details about your business including structure, registrations, location and premises, staff, and products/services. ? About your market: This is the marketing plan. It should outline your marketing analysis of the indust ry you are entering, your customers and your competitors. This section should also cover your key marketing targets and your strategies for delivering on these targets. About your future: This section covers your plans for the future and can include a vision statement, business goals and key business milestones. ? About your finances: The financial plan includes how you'll finance your business, costing and financial projections. Regular review Business planning is an ongoing business activity. As your business changes many of the strategies in your plan will need to evolve to ensure you business is still heading in the right direction. Having your plan up to date can keep you focussed on where you are heading and ensure you are ready when you need it again. Distributing & protecting your plan A business plan is a blueprint for how your business will run and reveals what future direction your business will take. Understandably you will want to be careful who you show your plan to and avoid your competition seeing it. Having an understanding with third parties when distributing a plan could be enough protection for some businesses, however others who have innovative business practices or products or services may wish to go further and sign a confidentiality agreement with each person to protect their innovations. It may also be a good idea to include some words in your plan asking the reader not to disclose the details of your plan. What to do†¦ ? Visit our Confidentiality/Trade secrets page, for more information on confidentiality agreements. ? For detailed information on Intellectual property protection, visit the IP Australia[pic] website. ? Contact your nearest  Business Enterprise Centre[pic]  (BEC) for assistance with your business planning process. Advice and support There are a number of government services available to help you plan, start or grow your business. These services can provide general advice, workshops, seminars and networking events, and can even match you with a mentor or business coach. Attending business events Small business workshops and seminars are run regularly in most areas of Australia, and deal with issues such as planning, financial management, innovation, employing staff and exporting. You may also find it useful to attend networking events to help expand your business. By developing networks, you can keep up-to-date on industry and local information, promote your business through new contacts and learn key skills from other businesses. Taking on a mentor or business coach Participating in mentoring or coaching programs can help you develop a greater understanding of business processes and practices, and equip you with the skills you need to grow and improve your business. What to do†¦ ? Contact your nearest  Business Enterprise Centre[pic]  (BEC) for assistance with your business planning process. ? Check if your local BEC or state business agency hosts a business planning workshop near you. ? Contact an Enterprise Connect[pic] centre for help with planning, growing, skills development, competitiveness and productivity. Search for networking, mentoring or training events and seminars on the business. gov. au Events calendar. ? Contact a business adviser, accountant or solicitor for advice. Using the Template Before you complete the business plan template and start using it, consider the following: 1. Do your research. You will need to make quite a few decisions about your business including structure, mark eting strategies and finances before you can complete the template. By having the right information to hand you also can be more accurate in your forecasts and analysis. 2. Determine who the plan is for. Does it have more than one purpose? Will it be used internally or will third parties be involved? Deciding the purpose of the plan can help you target your answers. If third parties are involved, what are they interested in? Although don’t assume they are just interested in the finance part of your business. They will be looking for the whole package. 3. Do not attempt to fill in the template from start to finish. First decide which sections are relevant for your business and set aside the sections that don’t apply. You can always go back to the other sections later. . Use the [italicised text]. The italicised text is there to help guide you by providing some more detailed questions you may like to answer when preparing your response. Please note: If a question does not apply to your circumstances it can be ignored. 5. Get some help. If you aren’t confident in completing the plan yourself, you can enlist the help of a professional (i. e. Enterprise Connect Centre , Business Enterprise Centre, business adviser, or accountant) to look through your plan and provide you with advice. 6. Actual vs. expected figures. Existing businesses can include actual figures in the plan, but if your business is just starting out and you are using expected figures for turnover and finances you will need to clearly show that these are expected figures or estimates. 7. Write your summary last. Use as few words as possible. You want to get to the point but not overlook important facts. This is also your opportunity to sell yourself. But don’t overdo it. You want prospective banks, investors, partners or wholesalers to be able to quickly read your plan, find it realistic and be motivated by what they read. 8. Review. Review. Review. Your business plan is there to make a good impression. Errors will only detract from your professional image. So ask a number of impartial people to proofread your final plan. Template overview Title page |Question |Explanation |More information | |Insert your business logo |Adding a logo helps give your business a more professional image. If you are just starting out and do not have a | | | |logo, you can remove this section. | |Your name |Enter the business owner's name. Enter multiple names if there are multiple owners. | | |Your title |The titles of the business owner(s) listed above. E. g. Owner/Manager | | |Business name |Enter your business name as registered in your state/territory. If you have not registered your business name, add |Visit our Register your business name page. | | |your proposed business name | | |Main business address |Enter your main business address. This can be your home address if you are a home-based business or your head | | | |office if you have more than one location. | |ABN |Enter your Australian Business Number. If you are a business and have registered for an ABN enter it here. |Visit our Register for an Australian Business Number | | | |(ABN) page. | |ACN |Enter your Australian Company Number. Only fill this in if you are a company. |Visit our Register your company page. | |Prepared |The date you finished preparing your business plan. | |Table of Contents |If you have changed this template in any way, please remember to update the table of contents to reflect the | | | |changes.. | | Business Plan Summary Your business summary should be no longer than a page and should focus on why your business is going to be successful. Your answers should briefly summarise your more detailed answers provided throughout the body of your plan. |Question |Explanation |More information | |The Business | |Business name |Enter your business name as registered in your state/territory. If you have not registered your business name, add |Visit our Register your business name page. | | |your proposed business name. | |Business structure |Is your business a sole trader, partnership, trust or company? |Visit our Which business structure should I choose? | | | |page. | |ABN |Enter your Australian Business Number (ABN). If you are a business and have registered for an ABN enter it here. Visit our Register for an Australian Business Number | | | |(ABN) page. | |ACN |Enter your Australian Company Number (ACN). Only fill this in if you are a company. |Visit our Register your company page. | |Business location |Enter your main business location. Briefly describe the location and space occupied/required. | | |Date established |The date you started trading. Whether it was the date you opened your doors or the date your purchased business | | | |opened its doors. | | |Business owner(s) |List the names of all business owners. | | |Relevant owner experience |Briefly outline your experience and/or years in the industry and any major achievements/awards. |Visit our Am I ready? age. | | |Keep this brief and try to include only your relevant experience and main achievements. You will have an | | | |opportunity to go into more detail under the Management & ownership section. | | |Products/services |What products/services are you selling? What is the anticipated demand for your products/services? These answers | | | |should briefly summarise your answers under the main products/services section. | | |The Market | |Target market |Who are you selling to? Why would they buy your products/services over others? Visit our Researching your market page. | | |This answer should briefly summarise your answers under the main Market section. | | |Marketing strategy |How do you plan to enter the market? How do you intend to attract customers? How and why will this work? |Visit our How do I promote my business? page. | | |This answer should briefly summarise your answers under the main Market section. | |The Future | |Vision statement |The vision statement briefly outlines your future plan for the business. It should state clearly what your overall | | | |goals for the business are. | | |Goals/objectives |What are your short & long term goals? What activities will you undertake to meet them? | | |The Finances | |The finances |Briefly outline how much profit you intend on making in a particular timeframe. How much money will you need |Visit our How do I manage my finances? page. | | |up-front? Where will you obtain these funds? What portion will you be seeking from other sources? How much of your | | | |own money are you contributing towards the business? | | | |Your answers can be quite brief in the summary. They should give the reader a quick idea of your current financial | | | |position. Where you are heading financially and how much you need to get there. You can provide more detail in the | | | |main Finances section. | | The Business |Question |Explanation |More information | |Business details | |Business purpose |What is the main business purpose? What does it sell? | |Business size |Number of employees? Estimated/actual annual turnover? | | |Operating history |What is the business background? How long has the business been operating? What is your progress to date? | | |Registration details | |Business name |Enter your business name as registered in your state/territory. If you have not registered your business name, add |Visit our Register your business name page. | | |your proposed business name | | |Trading name(s) |Enter your registered trading name or names. Your trading name is the name you will use to trade under. It is the |Visit our How do I choose a business name? age. | | |name that appears on your marketing and advertising material. If you have multiple trading names, list them and | | | |explain the purpose of each name. | | |Date registered |The date that appears on your business name registration. | |Location(s) registered |Enter the state(s) you have registered your business name. If your business is located in more than one state, you |Visit our Register your business name page. | | |will need to register your business name in each state. | | |Business structure |Is your business a sole trader, partnership, trust or company? |Visit our Which business structure should I choose? | | |page. | |ABN |If you have registered an Australi an Business Number (ABN), then enter it here. |Visit our Register for an Australian Business Number | | | |(ABN) page. | |ACN |Enter your Australian Company Number (ACN). Fill this in if you are a registered company. |Visit our Register your company page. |GST |If you are registered for Goods and Services Tax (GST), then enter the date you registered with the Tax office. |Visit our Register for Goods & Services Tax (GST) | | | |page. | |Domain names |If you are planning on setting up a website for your business, you may also like to register a domain name to match|Visit our Register your domain name page. | |your registered business name. List any domain names you have registered and plan to use in the business. | | |Licences & permits |List all the licences or permits you have registered. These will vary depending on your type of business and |Visit our Licences & permits page. | | |location. Some examples include a tradesperson certificate, travel agents licence, or kerbside caf e permit. | |Business premises | |Business location |Enter your main business location. Describe the location and space occupied/required. What is the size of the space| | | |you occupy/require? Which city or town? Where in relation to landmarks/main areas? If you have a retail business, | | | |where are you located in relation to other shops? What is the retail traffic like? | | |Buy/lease |If you have purchased a business premises or are currently leasing, briefly outline the arrangements. These can |Visit our Buy or lease a business premises page. | | |include purchase price, length of the lease agreement, rental cost or lease terms. | | |If you are still looking for a lease or property, outline your commercial lease or purchase requirements and any | | | |utilities/facilities required. | | |Organisation chart | |Figure 1: Organisation chart |The organisation chart is a quick way of representing your business structure. If you are still recruiting staff, | | | |you may wish to include a proposed structure and label it appropriately. I. e. you could add ‘Vacant' to the | | | |positions that are currently vacant or you could label the whole chart as a ‘Proposed Organisation Chart'. | |Management & ownership | |Names of owners |List the names of all business owners. | | |Details of management & ownership |As the owner(s), will you be running the business or will a Chief Executive Officer (CEO) be running the business | | | |on your behalf? What will be your involvement? If it is a partnership, briefly outline for each partner their | | | |percentage share, role in the business, the strengths of each partner and whether you have a partnership | | | |agreement/contract in place? | |Experience |What experience do the business owner(s) have? Why should people invest in you? How many years have you owned or | | | |run a business? List any previous businesses owned/managed. List any major achievements/awards. What other relevant| | | |experience do you have? Don’t forget to attach your resume(s) to the back of your plan. | | |Key personnel | |Current staff table |List your current staff in the table provided. Outline each job title, name of the employee in the position, the |Visit our Employing people topic. | |expected staff turnover for the position and each employee's relevant skills or strengths. You may also like to | | | |attach a copy of their resume to the back of your plan. | | |Required staff table |List your required staff in the table provided. These are current vacant positions. Outline each job title, |Visit our Recruitment page. | | |quantity of each type of position, the expected staff turnover for the position, the required skills or strengths | | | |needed and the date you require this position to be filled. | | |Recruitment options |How do you intend on obtaining your required staff? Advertising in the local paper, online advertising, and/or |Visit our Recruitment page. | | |training current staff members? | | |Training programs |Are there any training programs you will be organising in the event you cannot find the required skills? Are these |Visit our Skills development & training page. | | |in-house or external providers? What training will you as the business owner/manager undertake to keep your skills | | | |current? | | |Skill retention strategies |What procedural documentation will you provide to ensure the skills of staff are maintained? Do you have an |Visit our Skills development & training page. | |appropriate allocation of responsibilities? How are responsibilities documented and communicated to staff? What | | | |internal processes will you implement to regularly check that the current skills of staff members are still | | | |appropriate for the business? | |Product/services | |Product/services table |List each product/service your business currently offers. Provide a description and unit price (including GST) | | | |amount for each. | | |Market position |Where do your products/services fit in the market? Are they high-end, competitive or a low cost alternative to the | | | |products/services offered by your competitors? How does this compare to your competitors? | | |Unique selling position |How will your products/services succeed in the market where others may have failed? What gives your | | | |products/services the edge? | |Anticipated demand |What is the anticipated quantity of products/services your customers are likely to purchase? For example, how much | | | |will an individual customer buy in 6 months or 12 months? | | |Pricing strategy |Do you have a particular pricing strategy? Why have you chosen this strategy? Visit our Fair trading laws page for your state fair | | |To help you develop your pricing strategy, you could refer to your customer research, market position, anticipated |trading office contact details. | | |demand and costs/expenses to get an idea. | | | |Whatever strategy you use when setting your price, you will also need to adhere to any relevant fair t rading | | |legislation or codes of conduct. | | |Value to customer |How do your customers value your products/services? Are they a necessity, luxury or something in between? | | |Growth potential |What is the anticipated percentage growth of the product in the future? What will drive this growth? | | |To help you determine this growth potential, you could refer to your region/industry research to get an idea of any| | | |industry/regional growth that could affect your business in a positive way. | | |Innovation | |Research & development (R&D)/ innovation |What R&D activities will you implement to encourage innovation in your business? What financial and/or staff |Visit our How do I make my business more innovative? | |activities |resources will you allocate? |page. | |Intellectual property strategy |How do you plan to protect your innovations? List any current trade marks, patents, designs you have registered. Do|See the IP Australia website[pic] for information on | | |you have confidentiality agreements in place? |protecting your innovations. | |Protecting your innovations can include registering for intellectual property protection, ensuring your staff sign | | | |a confidentiality agreement, and generally ensuring your competition does not find out what you are developing. | | |Insurance | |Workers compensation |Provide details if you have workers compensation insurance? This is mandatory if you have employees. |Visit our People insurance page. | |Public liability insurance |Provide details if you have public liability insurance? This covers any third party death or injury. |Visit our Liability insurance page. | |Professional indemnity |Provide details if you have professional indemnity insurance? This covers any legal action taken out as a result of|Visit our Liability insurance page. | | |your professional advice. | |Product liability |Provide details if you have product liability insurance? This covers any legal action taken out as a result of |Visit our Liability insurance page. | | |injury, damage or death from your product. | | |Business assets |Provide details if you have insured your business assets in the event of a fire, burglary, or damage? This |Visit our Assets & revenue insurance page. | | |insurance covers things like buildings, contents and motor vehicles. | | |Business revenue |Provide details if you have insured your business in the event of business interruption where you cannot trade |Visit our Assets & revenue insurance page. | | |because of a particular event and are unable to make money? | |Risk management | |Risk management table |List the potential risks (in order of likelihood) that could impact your business. |Visit our Risk management page. | | |For each risk, detail the following in the table provided: | | | |A escription of the risk and the potential impact to your business. | | | |The likelihood of this risk happening – either highly unlikely, unlikely, likely, or highly likely. | | | |The level of impact it may have on your business – high, medium or low. | | |Your strategies for minimising/mitigating each potential risk. | | |Legal considerations | |Legal considerations |List t he legislation which will have some impact on the running of your business. For example: consumer law, |Visit our What are the legal requirements? Page. | | |business law, or specific legislation to your industry. | | | |List the legislation in order of the most impact on your business. You should also detail what you will do or have |Visit the Australian Securities & Investments | | |already done to ensure you comply. |Commission Financial services[pic] page. | |For example if you are in the financial services industry and you provide financial advice to your customers, you | | | |should include the Corporations Act 2001 and your AFS licence details (if registered already). You may also like to| | | |include details about your disclosure and general obligations. | |Operations | |Production process |What is the process involved in producing your products/services. This process will vary depending on your | | | |product/service. Here are some examples of questions you may consider. Is there a manufacturing process? Who is | | | |involved in the process? Are there any third parties involved? What is involved in delivering the service to your | | | |customers? | | |Suppliers |Who are your main suppliers? What do they supply to your business? How will you maintain a good relationship with | | | |them? | | |Plant and equipment table |List your current plant and equipment purchases. These can include vehicles, computer equipment, phones and fax | | | |machines. For each item include the equipment name, purchase date, purchase price and running cost. | | | |If you have not purchased all of your equipment yet, you can include a separate table and include an expected | | | |purchase date. | | |Inventory table |List your current inventory items in the table supplied. You can include inventory item name, unit price, quantity | | | |in stock and the total cost (i. e. unit price multiplied by quantity in stock). | | | |If you have a substantial inventory, you may prefer to attach a full inventory list to the back of your business | | | |plan. | |Technology (software) |What technology do you require? For example: website, point of sale software or accounting package? What will be | | | |the main purpose for each? Will they be off-the-shelf or purpose built? What is the estimated cost of each | | | |technology solution? | | |Even though this section focuses on software (as your hardware will be listed above in your plant and equipment | | | |table), for more clarity you may also wish to give a brief description of hardware including servers, specialised | | | |technology and computer equipment required. | |Trading hours |What are your trading hours? What are your expected peak trading times? Which times do you expect to be more | | | |profitab le? How will this change over different seasons? How do your trading hours accommodate these changes? | | |Communication channels |How can your customers get in contact with you? These channels can include: telephone (landline/mobile), post box, | | | |shopfront, email, fax and/or internet blog or social networking website. If you have chosen only a few channels you| | | |may wish to include your strategy behind this. | | |Payment types accepted |What payment types will you accept? Cash, credit, cheque, gift cards, Paypal etc | | |Credit policy |What is your credit policy for customers/suppliers? How long is the credit period? What are your collection | | | |strategies/procedures? What credit does your business receive? What are the terms? | | |Warranties & refunds |If you manufacture certain goods, what are the warranty terms? What is your business refund/exchange policy? |Visit our Warranties & refunds page. | |Quality control |Describe your quality control process. What checks or balances do you have in place to ensure the product or |Visit our Product safety & standards page. | | |service you offer is produced to the same standard of quality? What steps do you take to meet product safety | | | |standards? | |Memberships and affiliations |Is your business a member of any particular industry association or club? Do you have any affiliations with any | | | |other organisation? | | |Sustainability plan | |Environmental/ resource impacts |Describe the impact your business could potentially have on the environment. E. g. particular manufacturing |Visit our Environmental auditing page. | | |process produces carbon emissions. | | | |To help you answer this question, you could consider conducting an environmental audit. | | |Community impact and engagement |How does your environmental impact affect the loca l community? How can you engage the community in minimising your |Visit our Minimising your impact page. | |impact? | | |Risks/constraints |List any risks/constraints to your business resulting from this environmental impact? |Visit our Risk management page. | |Strategies |What strategies will you implement to minimise/mitigate your environmental impact and any risks to your business? |Visit our Environmental auditing page. | | |Will you conduct an environmental audit? Have you introduced an Environmental management system? |Visit our Environmental management systems page. | |Action plan table |List your key sustainability/environmental milestones in the table provided? Detail each sustainability milestone, | | | |the target you are trying to achieve and when you expect to reach each target. For example: Reducing water | | | |consumption by 60% before 2016. | The Market |Question |Explanation |More information | |Market research |What statistical research have you completed to help you analyse your market? Did you use a survey/questionnaire? |Visit our Researching your market page. | | |If so, you may like to attach a copy of your survey/questionnaire to the back of this plan. | |Market targets |Outline your planned sales targets. What quantity of your products/services do you plan to sell in a planned | | | |timeframe? Are they monthly or yearly targets? For example, you may set yourself a goal of selling 1 000 products | | | |in 12 months. | |Environmental/industry analysis |Detail the results of the market research you have performed. Is the area experiencing population growth? Are there|Visit our Market research & statistics topic. | | |long-term employers in the area? Is the region's economy stable? Are there seasonal variations? | | | |What is the size of the market? What recent trends have emerged in the market? What growth potential is available |Visit the Australian Bureau of Statistics National | | |and where do you fit in? How will the market/customers change when you enter the market? |Regional Profile[pic] page. | | |A good place to start when researching your regional profile is the Australian Bureau of Statistics website. The | | | |regional profile information includes economy, population/people, industry and environment/energy statistics. | |Your customers | |Customer demographics |Define who your target customers are and how they behave. You can include age, gender, social status, education and|Download the Social Atlas[pic] and the Social | | |attitudes. |Trends[pic] series from the Australian Bureau of | | | |Statistics website. |Key customers |Identify your key customers. (These can be large consumers of your products or individuals whose satisfaction is | | | |key to the success of your business. ) How will you target your products/service to them? | | |Customer management |How will you maintain a good relationship with your customers? What techniques will you use? How will you keep your|Visit our Customer service page. Visit our Codes of | | |customers coming back? Have you introduced customer service standards? Do you follow any particular code of |Practice page. | | |practice? | | |S. W. O. T. analysis | |S. W. O. T. nalysis table |List each of your businesses strengths, weaknesses, opportunities or threats in the table supplied and then outline| | | |what you will do about each of the weaknesses/threats. | | |Your competitors | |Your competitors |How do you rate against your competitors? How can your business improve on what they offer? | |Competitor details table |List at least 5 competitors in the table. For each competitor enter: | | | |Competitor: Competitor name | | | |Established date: When were they established? | | |Size: Number of staff and/or turnover | | | |Market share (%): Estimated percentage of market share | | | |Value to customers: Unique value to customers. Why they would do business with your competitor? For example: | | | |convenience, quality, price or service? | | | |Strengths: What are your competitor's main strengths? | | | |Weaknesses: What are your competitor's main weaknesses? | |Advertising & sales | |Advertising and promotional strategy table |What strategies do you have for promoting and advertising your products/services in the next 12 months? |Visit our Marketing & advertising page. | | |For each promotion/advertising: What is the promotion/advertising type (e. g. Print media advertising, online | | | |advertising, mail-out, giveaway, media release or event) How do you expect it will improve your business success? | | | |What is the cost of each planned activity? When do you expect to complete each activity? | |Sales and marketing objectives |Who makes up your sales team? What sales techniques will they use? What tools/material will they use to help sell |Visit our Marketing & advertising page. | | |your products/services? What sales goals/targets will they meet? | | |Unique selling position |Why do you have an advantage over your competitors? How will your products/services succeed in the market where | | | |others may have failed? | | |Sales and distribution channels table |For each channel enter: | | | |Channel type: e. . Shopfront, internet, direct mail, export or wholesale | | | |Products/services: List all the products/services sold via this channel | | | |Percentage of sales: What percentage of overall sales do you expect to sell via this channel? | | |Advantages: What advantages are there of using this channel for these products? | | | |Challenges: What challenges do you expect to face using this channel? How will you overcome them? | | The Future |Question |Explanation |More information | |Vision statement |What is your business' vision statement? It should briefly outline your future plan for the business and include | | | |your overall goals. | |Mission statement |What is your business' mission statement I. e. how will you achieve your vision? | | |Goals/objectives |What are your short & long term goals? What activities will you undertake to meet them? | | |Action plan table |What are the business milestones that you need to complete starting from today? When do you expect to complete | | | |them? Who is responsible for delivering this milestone? | | | |Please note: This table does not include sustainability milestones as they are listed in the sustainability section| | | |above. | The Finances |Question |Explanation |More information | |Key objectives and financial review | |Financial objectives |List your key financial objectives. These can be in the form of sales targets or profit targets. You could also | | | |list your main financial management goals such as cost reduction targets. | | |Finance required |How much money up-front do you need? Where will you obtain the funds? What portion will you be seeking from loans, | | | |investors, business partners, friends or relatives, venture capital or government funding? How much of your own | | | |money are you contributing towards the business? | | |Assumptions | |Assumptions |List your financial assumptions. These can include seasonal adjustments, drought, economy or interest rates etc. | |Start-up costs for [YEAR] table |Using the table | | | |The start-up costs table contains a list of suggested costs a typical business may incur in its first year of | | | |operation. When you double click on the table you can edit these items by removing or adding rows and typing in | | | |your own items. Don’t forget to clearly display your start-up year in the heading. Please note: The table assumes | | | |all figures are GST inclusive. | | |Total formulas | | | |When you add your costs, the table will automatically total your items at the bottom of the sheet. If you are | | | |adding or removing rows please double-check your figures to ensure the total formulas have been preserved. | | |Estimating costs | | | |Whether you have already started or intending to start you will need to fill in Actual or Estimated figures against| | | |the items in the table. If using estimated costs, please label them clearly. | | |Attach your own | | | |If you have your own start-up cost sheet or your accountant has already prepared one, please feel free to remove | | | |the table supplied and attach your own. If it is a large sheet, you can always attach it to the back of the plan | | | |and reference it from this section. | | |Balance sheet forecast table |Using this table | | | |The balance sheet forecast table contains a list of suggested assets and liabilities a typical business may have. | | |When you double click on the table you can edit these items by removing or adding rows and typing in your own | | | |items. Don’t forget to edit the financial years if required. Please note: The table assumes all figures are GST | | | |inclusive. | | |Total formulas | | | |When you add your figures, the table will automatically calculate your totals and net assets at the bottom of the | | | |sheet. If you are adding or removing rows please double-check your figures to ensure the calculations have been | | | |preserved. | | | Calculations | | | |Net assets equals | | | | | | | |Total assets minus Total liabilities. | | |Attach your own | | | |If you have your own balance sheet forecast or your accountant has already prepared one, please feel free to remove| | | |the table supplied and attach your own. If it is a large sheet, you can always attach it to the back of the plan | | | |and reference it from this section. | |Profit and loss forecast table |Using this table | | | |The profit and loss forecast table contains a list of suggested profit items and expenses a typical business may | | | |have. When you double click on the table you can edit these items by removing or adding rows and typing in your own| | | |items. Don’t forget to edit the financial years if required. Please note: The table assumes all figure